Organizational effectiveness, as it is conventionally constructed, typically addresses issues of an organization’s ability to access resources and achieve objectives. Relative to an organizational culture comprised of tacitly held underlying assumptions, organizational effectiveness can alternatively be used to probe and reveal aspects of that culture, making explicit the cultural constructs that contribute to both espoused and in-use theories. By reconceiving the notion of effectiveness to emphasize the effects created in the complex environment within which the organization exists and interacts, the organization can reconceive its theories of action by balancing four primary competing values – focus, structure, outcomes, and orientation. In doing so, an "Effect-ive Theory" of action can emerge that incorporates processes of feedforward, manifesting anticipatory environmental perception.Yeah, it's a bit of an abstract abstract, I know. Essentially, it says, in order to be effective in a UCaPP* environment, you must create processes to detect the effects you are creating throughout that environment, and then grow the processes to be able to anticipate those effects.
In other words, I'm calling for a campaign to repeal the law of unintended consequences!
*UCaPP = Ubiquitously Connected and Pervasively Proximate
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