Emerging Design: The Warp Network

Emerging Design: The Warp Network

DOI: 10.4018/978-1-4666-7369-4.ch008
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The organization of the twenty-first century requires plasticity; this must be understood as the existence in the here-and-now of ways to work that are defined to operate transversely in relation to strategic objectives. The minimum requirements are horizontal streaming and non-permanence. A relational structural foundation involves the generation and concatenation of three core networks: network reliability, availability, and decisional agility. The process of design and implementation of these networks is called Emergent Design (ED), which is discussed in this chapter.
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Some Footprints

The consideration of organizational design based on universally applicable laws and common models for organizations has had a development repeated in the history of its definition, both from the contributions of psychology, sociology, anthropology, political science, economics and organizational development, as well as engineering and other disciplines as diverse areas associated with administration. The emphasis on the use of the representation, as a model of knowledge, has always resulted in formulating a conceptualization of organizational phenomena as properties of some unit, whether individual or organization, in terms of its structure. As an example of this, in keeping with the findings of Burrell and Morgan (1979) postulate that organization theories can be sorted along two axes:

  • Social theory, emphasizing regulation and stability versus radical change.

  • Theories that rest on the subjective experience (individuals) versus those emphasizing objective social reality (structure).

If we generate a matrix of both axes and we classify them from the point of view of Cognitive Sciences (See Table 1).

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