Comments on: Wanted: New organisational models http://www.jarche.com/2008/06/wanted-new-organisational-models/ Life in Perpetual Beta Thu, 09 Feb 2012 01:59:38 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Jon Husband http://www.jarche.com/2008/06/wanted-new-organisational-models/comment-page-1/#comment-180703 Jon Husband Wed, 11 Jun 2008 18:17:07 +0000 http://www.jarche.com/?p=1603#comment-180703 I like very much Tom's application of McLuhan's quadrant to the necessary thinking about transitions; this is what I expect was the objective of de Kerckhove and Federman's book <b>"McLuhan For Managers - New Tools for New Thinking".</b> The use of the Extends, Obsolesces, Retrieves and Reverses quadrant was a central chapter applied to leadership / management decision-making challenges. I like very much Tom’s application of McLuhan’s quadrant to the necessary thinking about transitions; this is what I expect was the objective of de Kerckhove and Federman’s book “McLuhan For Managers – New Tools for New Thinking”. The use of the Extends, Obsolesces, Retrieves and Reverses quadrant was a central chapter applied to leadership / management decision-making challenges.

]]> By: Harold http://www.jarche.com/2008/06/wanted-new-organisational-models/comment-page-1/#comment-180701 Harold Wed, 11 Jun 2008 17:28:17 +0000 http://www.jarche.com/?p=1603#comment-180701 Excellent, Tom; now I have to go back and do some more thinking ... hmmm. Excellent, Tom; now I have to go back and do some more thinking … hmmm.

]]> By: Tom Haskins http://www.jarche.com/2008/06/wanted-new-organisational-models/comment-page-1/#comment-180699 Tom Haskins Wed, 11 Jun 2008 14:20:45 +0000 http://www.jarche.com/?p=1603#comment-180699 Lately, I've been wondering if "business models" can only apply to confined hierarchies and causal relationships. What you've written here has brought that idea into sharper focus. A ecosystem of 200 species, thriving on a staggering complex web of interdependencies, defies thorough description. It's only possible to model an artificially isolated portion of the complex web. The system itself must serve as the model. I'm also wondering if there's a big difference between selling deliverables and selling privileges. If what is being sold can be inventoried, scheduled, packaged or regulated, conventional business models seem inevitable to me. What's for sale is proprietary and in need of controls. However when privileges are for sale, individuals create unique experiences of access, contribution, reciprocity and unexpected discoveries. The purchase of the privilege is small in the context of so much self-propelled involvement. Like the ecosystem, the complexity is overwhelming. What occurs inside the privileged boundary is non-linear and out-of-control. Yet the value generated can easily be more responsive, innovative, customized, thorough, timely and current. This suggests another quartet of transitions to accompany yours: 1. Extends the natural proliferation and diversification of interdependent life forms into the diversity of human endeavors 2. Obsolesces the domination of nature by human "business models" and control systems 3. Retrieves human abilities to be nurtured by robust natural systems, cyclical processes, and interdependent arrangements 4. Reverses going online into going offline -- in order to probe-sense-respond to the immediate, whole situation Lately, I’ve been wondering if “business models” can only apply to confined hierarchies and causal relationships. What you’ve written here has brought that idea into sharper focus. A ecosystem of 200 species, thriving on a staggering complex web of interdependencies, defies thorough description. It’s only possible to model an artificially isolated portion of the complex web. The system itself must serve as the model.

I’m also wondering if there’s a big difference between selling deliverables and selling privileges. If what is being sold can be inventoried, scheduled, packaged or regulated, conventional business models seem inevitable to me. What’s for sale is proprietary and in need of controls. However when privileges are for sale, individuals create unique experiences of access, contribution, reciprocity and unexpected discoveries. The purchase of the privilege is small in the context of so much self-propelled involvement. Like the ecosystem, the complexity is overwhelming. What occurs inside the privileged boundary is non-linear and out-of-control. Yet the value generated can easily be more responsive, innovative, customized, thorough, timely and current. This suggests another quartet of transitions to accompany yours:

1. Extends the natural proliferation and diversification of interdependent life forms into the diversity of human endeavors
2. Obsolesces the domination of nature by human “business models” and control systems
3. Retrieves human abilities to be nurtured by robust natural systems, cyclical processes, and interdependent arrangements
4. Reverses going online into going offline — in order to probe-sense-respond to the immediate, whole situation

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