Soft knowledge for organizations, benefit for collective learning

“When kindness and cruelty compete for a kingdom, it is kindness that wins the prize.”

William Shakespeare; Henry V (1599)

invisible knowledge

The knowledge that makes the difference between individuals or organizations is invisible. Speak in the inner fortress shelter. For the employees, “soft skills” were mentioned. Soft skills are often attributed to employees. According to international bodies, the proposed criteria include knowing how to communicate, create, imagine and place one’s skills in a digital world. UNESCO, the World Bank and the European Economic Community have made adaptation issues in the knowledge society.

Researchers in management sciences, for their part, identify “organizational behaviors” that are useful to understand in order to anticipate the responses of organizations to change. Behavior is defined as an observable reaction on the part of the subject. Organizations also adopt behaviors. For example, quite systematically, a multinational corporation will publish the “elements of language” scandal to justify itself in order to protect its reputation capital. A crisis cell will be created, speeches will be given and actions will be taken.

Another example facing a difficult economic context, an organization will exercise its own way of being in the world. Thus, the administration will seek to reassure and control its citizens, the company will adapt its communications with its customers, and the university will question the needs of its students. Each entity, according to its own task, carries out predictable reactions to situations, which is called organizational behaviour.

organizational behaviors

Organizational behavior is studied in management sciences to understand how organizations react and help them evolve according to contexts, even to changing routines and beliefs. Many disciplines are mobilized to unravel the web of causes and effects that govern organizational choices. Psychological sociology, psychology, history, educational sciences and management sciences course.

These disciplines are combined to understand the evolution of complex systems, mechanisms of adaptation, innovation, and even business decline. Human resource management is particularly concerned with the issue of improving organizational justice, recognition processes, recruitment and promotion dynamics and training dynamics.

Flexibility of organizational behavior

Organizations also have soft know-how. There are 4 basics

  • organizational creativity defined by Durand (2006) as “a process by which an organization amends its constitution with the aim of acting on the behavior of individuals in relation to the resources provided by the organization and sustaining its work in a timely manner” and the ability to create transformative “organizational objects”, through new participatory practices ( design, facilitation, new project, creation of “professional conflict”, space for dialogue)
  • Learn to learn together In this regard, all teaching methods that enhance the energy to carry out group projects, meet challenges, protect the right to make mistakes and experiment, and create cycles of reflexivity are part of this organizational doing knowledge.
  • voluntary cooperation Which benefits teamwork versus individual action, the collective intelligence logic of flocks of birds or fish capable of producing powerful system effects for the benefit of each of its members.
  • critical sense“Everyone’s constant search to move from the complexity that prevents us to the simplicity that goes to the essentials and leads us to action. This critical sense is present in all critical studies in management, sociology, history, etc. It seeks to break out of simplistic solutions by striving to deconstruct an unchanging fact

Acquiring new organizational behaviors requires an excess of imagination. To get more imagination, we need to create new visualizations, and take time to daydream, so that our minds are less constrained by immediate productivity. In fact, if our schedules and minds are full of things to do or think about, there is hardly any space left for new ideas to emerge. If the critical sense is blocked, no positive difference will be possible.

Nice organizational knowledge knows how to make time to wander, letting go of the disruptive mechanisms of processes to allow teams, groups and individuals to develop their own actions to create new standards and new values.

sources

Delupe, N.; Herbach, or . , and Lakaz, Dr. (2005). Organizational Behavior -Vol. 1: The psychological contract, emotions at work, and organizational socialization (Volume 1). De Book Superior.

Alakri, A., Guerrero, S., & Neveu, JP (2006). Organizational Behavior Vol. 2: Organizational justice, issues of profession and burnout (Volume 2). De Book Superior.

Allali, b. (2004). To classify organizational behavior in the face of innovation. Management, 29 (4), 23-30.

Thoth Method edu. Dennis Kristol. Limits of 21st Century Skills https://cursus.edu/fr/12182/la-limite-des-competences-du-2xieme-siecle

Durand, R.; (2006). Organizational creativity. Revue française de gestion, no <(sup> 161), 91-94. https://doi.org/

Thot Cursus edu Cristol Denis – Learning to learn together https://cursus.edu/en/22378/learning-to-learn-together

Thurler, M.J. (1994). Professional Relationships and School Culture: Beyond the Cult of Individuality?. French Review of Pedagogy, 19-39. https://www.jstor.org/stable/41200478

Berthose, A, & Pettit, JL (2014). complexity and simplicity. Paris: College de France. https://www.di.ens.fr/users/longo/files/PhilosophyAndCognition/IncompressReel.pdf


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