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The periodic system of The Unorganization is a research project of SogetiLabs Research Institute VINT. It consists of 118 elements and is structured around the 8 organizational stereotypes of the Spiral Dynamics theory. The elements are based on books, people, tools, thoughts and theories coming from our explorations on digital technologies that we've started in 1994. For us it was a way of structuring our thoughts around a very lively debate on the future of organizations today. Clearly, what we see ahead of us, is a collaborative economy, rising from contemporary 'technological capitalism'. And that's only one step away from another disruptive wave as machines become more intelligent.
API-driven strategies, sharing infrastructures, micro-services, and new social connections are part of the collaborate future. But they are not only tools an organization can use in order to succeed.They are also external factors organizations need to adopt to to in order to stay alive. Likewise, the possibilities of robotization and automation in un-automated area's, can be seen as tools or change of external circumstances. Machine learning and capabilities of computers to understand and generate natural language leads to a new symbiosis between man and machines. It requires a new perspective of what it means to run an organization.
While resistance and misunderstanding mostly is structured around a mindset and existent value systems, we found it fruitful to take the concept of Spiral Dynamics into account. We twisted the concept a little to our needs in order to tell the story of how 'digital' came into the lives of organizations. If you are interested, we do advise you to read the book on Spiral Dynamics, since we only briefly
UnorganizingThe term 'Unorganizing' is coined twenty years ago. At that time, Serial entrepreneur Simon Buckingham was fascinated by the rise of distributed networks, by the use of simple text messages on mobile phones and by new team based project approaches. He concluded that 'unorganizing', getting rid of hierarchies and 'downstructure' the structures, is be the best way to cope with new technological possibilities. Simon, and many other thinkers at that time, also predicted the rise of 'technological capitalism'.
Stretching the organizationTechnological capitalism, making money from (digital) technology, dominated the economy for two decades. IBM, Microsoft, HP and later Apple, Facebook, Alibaba and Uber lifted the standard of business succes. Today, the awareness that organizations need to adopt to the course of (digital) technology, has never been bigger. At the same time we 'feel' that we've stretched organizations to their limits.
Dealing with changePsychology professor Clare Graves theorized that humans, in response to interaction of external conditions, develop new coping systems to solve existential problems. These coping systems, also called value systems, are in essence what makes an organization successful. The transformation from an analog to a digital world for instance - a change of external conditions - is therefore followed by a change in organizational structure, value system and culture. Bureaucracies for instance find it hard to compete with digital startups, as they lack the speed, the engagement of their employees and the understanding of digital needs of their customers. As soon as other value systems arise (other types of organizations), systems that are better in coping with the external conditions, the existing organizations need to fight for their lives.
I versus WeThis dynamic and theory of professor Graves is popularized by Don Beck and Christopher Cowan, who worked with Graves. They called it Spiral Dynamics. Basically it consists of 8 different sorts of coping systems, organizational stereotypes. Not numbered from 1 to 8, but defined by a color. Blue for instance stands for 'order' and is seen as the stereotype of The Bureaucracy. Orange stands for succes, the stereotype is the The Yuppie or The Selfie, with self interest as one of the key-holders of that culture. All born in the current era of technological capitalism. Going form one color to another inherently means a shift in the perspective on the individual. The I-central value systems are followed by a We-centric system (and again followed by I-centric systems and so on).
More that an organizational structure According to the theory of Spiral Dynamics, these coping systems should be seen as more more than only a organizational form or structure, or even an organizational culture. They are 'memes': a pervasive thought or thought pattern that replicates itself via cultural means; a parasitic code, a virus of the mind and contagious. In Spiral Dynamics they use the word vMemes, value memes. Part of the difficulty in de process of going from one organizational form to another, is caused by the fact that value systems are contagious. They spread like a virus in the whole of the society. Both Mihaly Csikszentmihalyi, a higly regarded psychologist and Richard Dawkins, the famous evolutionairy biologist, are seen as the originators of the idea of memes and memetics. Dawkins explains in depth how memes behave as if they were a physical virus through society in his book 'The Selfish Gene'.
1 Dd Dealing with Darwin
2 Vi Victorian Internet
3 An Always Already New
4 Yp Internet Yellow Pages
5 Nr New Rules for the New Economy
6 Tw Third Wave
7 Ct Clue Train Manifesto
8 Gu Growing Up Digital
9 Se Support Economy
10 Dd Digital Disruption
11 Ld Leading Digital
12 Sm In the Age of Spiritual Machines
13 Af Antifragile
14 Ro Reinventing Organisations
15 Am Agile Manifesto
16 Mi Management Innovation
17 Cs Calms
18 Pd Patrick Debois
19 As Andrew Shafer
20 Ds Daily Standup
21 Sq Squads
22 Tr Tribes
23 Rt Release Trains
24 Do Docker
25 Cd Continuous Delivery
26 Sm Spotify Model
27 Cm Chaos Monkey
28 Ls Lean Startup
29 Se Social Engineering
30 Ds Denial of Service
31 Dt Datatampering
32 Sp Spoofing
33 Pe Privilege Escalation
34 Dl Dataleaks
35 Re Repudiation
36 Oa Office Automation
37 Cc Command & Control
38 Rd Red Tape
39 Si Siloing
40 Sp Shirky Principle
41 Bb Better than Beatles Syndrome
42 Cn Computer Says No
43 Bj Bullshit Jobs
44 Bp Burning Platform Memorandum
45 Cd From Control to Drift
46 El Erooms Law
47 Bi Big Blue
48 Hp HP
49 Ms Microsoft
50 Ap Apple
51 Fb Facebook
52 Az Amazon
53 Ai Alibaba
54 Ab Alphabet
55 Bd Baidu
56 Ub Uber
57 Bb Airbnb
58 Sc SnapChat
59 Wa WhatsApp
60 Me Messaging
61 Te Tesla
Installatieperiode UitrolperiodeKantelperiode
Big Bang crashinstitutioneleherschikking volgende Big Bang
vorige grote golfbeweging
volgende grote golfbeweging
DIGITAL TRANSFORMATION
BUSINESS TRANSFORMATION
62 Cp Carlota Perez
63 St SMACT
64 Ia Information Addiction
65 Sf Selfies
66 Sl Silicon Valley
67 In Innovation
68 Dt Design Thinking
69 Al Apologize Later
70 Fr Freemium
71 Bb Big Bang
72 Ak Andrew Keen
73 Ds Downstructuring
74 Mb Minimum Viable Bureaucracy
75 Gs Groundswell
76 Jt Jean Tirol
77 Ns Network Society
78 Tc Transaction Cost Approach
79 Uf Uberfication
80 Me Mesh
81 Ft FinTech
82 Cd Creative Disruption
83 Jl Jaron Lanier
84 Pt Thomas Piketty
85 Bi Basic Income
86 Si Simon Sinek
87 Sh Sharing Economy
90 Ae Access Over Ownership
89 Ap Api Economy
90 Pe Purpose Economy
91 Pc Post Capitalism
92 Su Surveillance Economy
93 Bc Bellingcat
94 Pp Panama papers
95 Bc Blockchain
96 Oc Occupy
97 Si Synthetic Intelligence
98 Vi Viv
99 Be Bot Economy
100 Pf Peoplefication
101 Te Technological Unemployment
104
102 Re Robo Employees
103 Rb Robot Bosses
104 Ce Crypto Economy
105 Et Ethereum
106 Da Dec. Autonomous Organizations
107 Tp Telepresence
108 Sv Social Virtuality
109 Dk Daniel Kahneman
110 Dw Drone Wars
111 Rl Robot Laws
112 Ex Exoplanets
113 Ce Circular Economy
114 Qc Quantum Computing
115 Ho Holocracy
116 Si Singularity
117 Sp Sapiens
118 Sg Selfish Gene
119 Mm Meme Machine