Reflection in self-organised systems - Information Systems Foundations: Constructing and Criticising - page 99

9. Reflection in self-organised systems
Maureen Lynch, School of Information Systems, University
of South Australia
Carmen Johan, School of Information Systems, University
of South Australia
Abstract
Organisations operating in a dynamic environment need to be able to detect and respond
to changes both internal and external. One effective decision making approach is self-
organisation, which is appropriate where there is a state of constant awareness of the
working environment and flexibility so that decision-making groups are formed spon-
taneously to solve problems and incorporate changes. Decision-making from this per-
spective is done on three levels: individual, group or cluster, and organisational. With
each level, it is imperative that the situation is fully understood, alternative solutions
are considered and compared with an ideal, and consequences are taken into account.
The authors argue that this model of thinking and decision making is that recommended
by Dewey - reflection. The evidence used in this argument comes from two bodies of
knowledge, the reflection and self-organised systems literature. The paper describes the
process of reflection on the three levels of organisational decision making and concludes
that one of the most effective ways for organisations to optimise operations in a dynamic
environment is to be open to self-organisation and reflective thinking.
Introduction
The complexity of information systems and technological changes confronting most or-
ganisations today means there is an increased urgency for them to be able to reflect and
adapt. The aim of this paper is to explore the importance of reflection for successful
problem solving in self-organised social human systems that face this urgency. Organ-
isations are constantly exposed to new market opportunities and competitive dynamics,
demanding that they learn quickly when there is new information provided by, and
new opportunities caused by, changes in the external environment.
The increase in interconnectivity and the ubiquity of information systems across the
globe is causing the competitive environment to become more complex and self-organ-
ising. In this paper, the authors highlight that, in order to operate effectively at the edge
of these complexities, reflection at three levels of decision making (i.e. individual, cluster,
and organisational) becomes not only necessary but fundamental. An iterative reflection
process throughout problem solving, where the 'theory of action' of both individuals
and the organisation are questioned and matched against an ideal outcome, allows more
informed decisions to be made. This continuous cycle of reflection leads to spontaneous
self-organising behaviours. Behaviours are self-organising when knowledge networks
and communication channels are freely developed in organisations, even if this involves
individuals (actors) crossing the organisational boundaries created by formal hierarchical
structures.