FRANCIS, DON R.; PHD

                         THE UNION INSTITUTE, 1992

                         SOCIOLOGY, SOCIAL STRUCTURE AND DEVELOPMENT (0700); ENGINEERING, SYSTEM SCIENCE (0790); BUSINESS ADMINISTRATION, MANAGEMENT (0454)
 

                         People in organizations experience their reality as interconnected, both physically and non-physically,
                         across space and time. In fact this interconnectedness is essential to the survival of the organization. The
                         customary organizational forms, however, contradict this experience and create reductionistic
                         boundaries in the attempt to isolate the organization from its essential connectedness. Systems theory
                         provides a foundation for organizational thinking that reflects interconnectedness. The structure of
                         dissipative, self-organizing systems is used to understand how an organization interacts with its
                         environment and how this interaction can be considered in its development. This study suggests how
                         the systems approach to development can be expanded to include the interactions of the organization
                         not only with levels immediately above and below, but also with the highest level systems. The phrase
                         'whole system organization' is used to indicate those social systems which take these interactions into
                         consideration in decision making. Using the model of dissipative, self-organizing systems as a framework
                         and extensive international organizing experience as interpretive content, the researcher explores the
                         character or ethos of whole system organizations and tests processes for evoking this ethos. The whole
                         system organization is characterized by an interest in the homeostasis of the largest whole system and
                         the balance of mutual benefit with other interactive systems. Participative decision making reflects the
                         constructive, flexible and free nature of this critical relationship. Because the organization and the other
                         systems with which it is interdependent rely on energy exchange and continuous information feedback
                         they find ways to enhance the energy and information systems. Whole system ethos is evoked through
                         processes that recognize the organization's interdependency at all levels. Three case studies describe
                         evocative processes of corporate vision quest, volunteerism by members and nucleation of higher levels
                         of evolution.

Social Systems Simulation Group P.O. Box 6904 San Diego, CA  92166-0904 Roland Werner, Principal Phone/FAX  (619) 660-1603