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  • This BLOG has a double purpose. It aims to contribute to the discussion and development of the academic field that could be situated in between complexity theory, knowledge management, innovation and learning; in summary a more holistic and systemic approach to management. As such it reflects the activities that take place in the Euromed transversal research track on this subject. The Home Page and the Reading host this contribution. In the News and Discussion sections, this BLOG is used to animate courses in the area of “Complexity and the Networked Economy”, "Knowledge Management and Learning" and "A quantum interpreation of business".

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The nice thing about this branch of science is that it includes things we witness in our every day life of which “science” tells us they wouldn’t exist. But the whole thing gets real complex really fast considering the fact that perception is constructed- what is science based on and is there something like “truth” and how can we measure this? It becomes even more interesting when we refer to the point that “behavior and gene activity are controlled by an organism's perception of its environment”, because not only does perception lead top physical reality and vice versa but we are unable to find the starting point and thus are turning in circles. Maybe being conscious about the fact that we don’t know where we are (=reality?!), can transform the circle into a spiral (growing effect… check Ken Wilber for explanation).
The implications for management are deep but of no direct concern to active managers: 99.9 % won’t have the time to read articles like this one opening up their eyes.
Theoretically they should realize that their judgement lacks any proven basis. They should be aware that there are no “hard facts” in organisational environments. There are only humans and their individual reality manifested in objects. If we really look at it, there is not even objects, but only energy. Why? Think about the road you grew up in: There are houses, cars, the street and your neighbours. The houses are built by men that have learned to construct them according to the environmental conditions in which this is possible. The environmental conditions are object of perception, which always depends on the history of perceptions. Houses therefore are a transformation of illusion into physical objects. So are streets. They are illusionary as is everything we think to be conscious about. This might sound pessimistic, but it opens up the door to something big: We might already know everything! How? I think it is behind the curtain. Think about perception like good ol’ Platon: You are watching reflections on the walls of a cave you sit in with your back directed to the entry. You are only able to interpret the moving shadows, which sooner or later become your reality as they are the only option to perceive and participate in your environment. Maybe you will discover certain regularities in the movement patterns which enable you to make some predictions. But do they really? Is truth a statistical issue? Does a 100% probability mean that something is true? What happens to mathematics if they are based on wrong axioms? But anything remains valid as long as it is not proven wrong. Who can challenge the foundations of our collective human believe that there is inherent logic and sense in our surroundings without referring to his own personal reality?
To get back to business: Managers love to move stuff. They are very busy with creating a mysterious dynamic which is meant to demonstrate their active participation in the organisation. Things have to be moved. The direction is often relative, goals only valid as long as collective perception suggests that there is something to gain. There is strong evidence that a big part of managers time is dedicated to agitation- non- directed action. You will ask: but how come they are managers? Their efficiency legitimates them, doesn’t it? There is a reason why they were hired. You assume logic behind human actions.
The interesting point is that organisations survive even though agitation, misconceptions and attention deficits are everyday phenomena. You will say: That is because their competitors are even worse. I say: It is because reality does not exist and there is no way that managers can do the right thing. There is no “perfect solution”. Reality is poly-contextural. Managers can never do the wrong thing. The only things managers can do is creating realities that fit in realities of others; if a manager is successful, he has enough reality- assets in his pocket to assure the important pillars of his managerial reality and world (his bosses and stakeholders) the validity of their views. If you like, it is exactly the same like selling products; it is “reality marketing”. You might not need something but you think you do. You believe. You live in illusions. The others as well. Where do we start? Where do we go? Where do we stop?
I think what we need in organisations is more time to really capture intuitively what reality others are currently in and what sort of problems they are struggling with and of what nature these problems are. Managers would boost they performance by developing empathy and comprehension instead of keeping up artificially imposed distances and the frenzy of wanting to control everything. Probably we all know already what the right thing to do is. We just have to listen…

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Things are encounterable, yet unseekable.when i first pay my attention to here i know it deserves my time to read it. Good day ,for my sincere wishes.

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