A Collaborative Work System for Complex Adaptive Leadership

By Mohammad Essawi and Oleg Tilchin.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

A modern organization works in an increasingly complicated, dynamic, and competitive environment. Survival and effective development of the organization in such environment can be achieved by complex adaptive leadership. The complexity of the required adaptive changes in the organization causes the need for realizing leadership through collaboration.
An approach to building a collaborative work system (CWS) for complex adaptive leadership is suggested. CWS is represented by a set of interdependent teams interacting dynamically.
The approach consists of creating favorable climate of adaptive collaboration (AC), forming an adaptive collaborative environment, and organizing effective collaborative interactions.
Defined principles of AC provide a favorable climate for such collaboration and set up a framework of collaborative culture for complex adaptive leadership.
The collaborative environment is formed by integration of an organizational environment and a work environment. The organizational environment is a dynamic team-based structure of an organization.
The work environment is a structure of the changes. Structural complexity of every change is determined as a result ordering the structure of changes according to the ordinal function. It allows finding a substructure of priority-driven changes. Every change is conducted by performing suitable interrelated tasks. A structure of tasks corresponding to a set of the changes represents work environment on the tasks level. Adaptability of the collaborative environment is expressed by adjusting an organizational structure and a structure of tasks to dynamics of changes.
Organizing effective collaborative interactions is realized based on the conditions of formation of teams and the order of allocation of members of teams for performance of tasks. Effectiveness of built CWS is evaluated by the introduced coefficient of effectiveness which can serve as a measure of quality of conducting changes.

Keywords: Complex Adaptive Leadership, Collaborative Work System

International Journal of Knowledge, Culture and Change Management, Volume 11, Issue 2, pp.45-58. Article: Print (Spiral Bound). Article: Electronic (PDF File; 1.382MB).

Dr. Mohammad Essawi

President, Al-Qasemi Academic College of Education, Baqa El-Gharbieh, Israel

Mohamad Essawi (Ph.D) is currently president of Al Qasemi Academy, an Arab College of Education in Israel, and winner of the Yitzhak Rabin Award of Quality and Excellence in the Public Sector. In addition to his academic and educational expertise, Dr. Essawi is an expert in organization and management development; he is an organizational counselor and assessor authorized by the European Foundation of Quality Management (EFQM) and has developed in recent years an approach to change management termed “Value Confrontation Approach to Management.” Major to Dr. Essawi’s work are planning and managing Human Resource Development (HRD) processes, the development of a human society of knowledge, and a culture of dialogue, partnership and education for a shared life among cultures.

Oleg Tilchin

Professor of Computer Science Department, Department of Computer Science, Al- Qasemi Academic College of Education, Baqa El- Gharbieh, Israel

Oleg Tilchin has Ph.D.in Engineering Cybernetics and Information Theory since 1978 and rank of professor since 1991. He specializes in information systems, knowledge management systems and methods of combinatorial optimization. The focus of his current research work is on, the development of methods and tools of adaptive management of intelligent collaborative work systems and on their implementation in business and education.

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