We believe that one traditional function of management is to create intentional coherence. To do this, management attempts to provide enough labels and codes to the organization and its members so that an observer might ascribe the label “coherent” to the organization and its activities. This perspective suggests that the use of labels helps people to have some actionable view of the world. We go back to the Rorty quote. We need a way of reducing the world enough that we can cope and act. Labels form a very valuable role in limiting the world. From the traditional management perspective, one engages in activity for the purpose of applying intention and having it be coherent. Complexity takes a different view. Emergence happens. Activity occurs in a context where emergence happens.
March 2, 2008
April 8, 2008 at 7:31 am
The medical community offers an interesting example in this context. Labels for disease often reflect the name of the organ and a symptom, i.e., tendonitis and appendicitis. Psychiatry’s DSM manual employs similar methods. Naming a disease or malady provides a rallying point for discussion and development of treatment. The thing named does not change simply because it has a name. The associated culture takes on life because it has been named. “Global warming” presents another such example. Pogo said it best “We have met the enemy and he is us.” http://www.igopogo.com/we_have_met.htm