Organizational intelligence

Organizational intelligence

Organizational Intelligence (OI) is the capability of an organization to comprehend and conclude knowledge relevant to its business purpose.

  • an ability to make sense of complex situations and act effectively
  • an ability to interpret and act upon relevant events and signals in the environment
  • ability to develop, share and use knowledge relevant to its business purpose
  • ability to reflect and learn from experience

OI embraces both knowledge management (KM) and organizational learning, as it is the application of KM concepts to a business environment, additionally including learning mechanisms, comprehension models and business value network models, such as the balanced scorecard concept.

OI's focus includes the creation, fostering and management of organizational competencies (OCs).

Organizational intelligence has been defined as "the capacity to sense, make sense, and act in flexible, creative, adaptive ways",[1] as "collaborative problem-solving between people and technical artefacts within and beyond complex enterprises"[2] and as "how well people put their heads together in a group, team, organization, or community".[3]

Harold Wilensky argued that organizational intelligence benefited from healthy argument and constructive rivalry.[4]

References

Notes

  1. ^ McMaster, Michael D. (December 12, 1998), Organizational Intelligence, Paradigm Shift, http://www.parshift.com/Speakers/Speak011.htm, retrieved 6 February 2010 
  2. ^ Veryard, Richard (2001). Component-Based Business. London: Springer. ISBN 1-852-33361-8. 
  3. ^ Bucuvalas, Abigail (November 1, 2003), Studying King Arthur's Round Table: An Interview with Professor David Perkins, Harvard Graduate School of Education, http://www.gse.harvard.edu/news/features/perkins11012003.html, retrieved 6 February 2010 
  4. ^ Gladwell, Malcolm (March 10, 2003), "Connecting the Dots", New Yorker, http://gladwell.com/2003/2003_03_10_a_dots.html, retrieved 3 February 2010 

See also

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