Liverpool John Moores University, Liverpool, UK
– Seeks to explore the notion of organisational intelligence as a simple extension of thenotion of the idea of collective intelligence.
– Discusses organisational intelligence using previous research,which includes the Purpose, Properties and Practice model of Dealtry, and the Viable Systems model.
– The notion of organisational intelligence requires a metaphorically deﬁned psychologicalframe of reference. In trying to formulate this metaphor, there has been a need to explore the collectivefrom a psychological perspective. Applications of the notion of organisational intelligence operate in avariety of areas, and two of these are in organisational learning and managerial cybernetics. In thelatter an interest lies in dealing with organisational pathologies, resulting in viable systems.
– Addresses the need for developing organisational intelligence.
Organizations, Intelligence, Organizational development, Knowledge management
The notion of organisational intelligence is an important one, and it subsumes many of the other partial paradigms, which include organisational learning and knowledgemanagement. Taking a general perspective, it will be able deal with a variety of problems, including communications problems and quality issues. The idea thatorganisations fail because of human error is a defence that does not address the realproblem that organisations are just not intelligent. Dealing with inadequate structuresand collective processes is part and parcel of addressing the needs of developing thatintelligence.There are many approaches in deﬁning organisational intelligence. An interestingone from the perspective of its practical interests is one that has been developed byDealtry (2005). One of his interests is in knowledge intensiﬁcation within the context of corporate universities, and the notion of intellectual equity (or the effectiveness withwhich an organisation utilises the potential of its human capital). Often, it is implied,the potential and capabilities of an organisation operate within the conﬁnes of organisational paradigms and routines of mechanistic strategy and planning thinking.To break out of this, the PPP model was proposed. This was used to explain how theorganisation might become intelligent by redeﬁning itself and its people developmentactivities in much clearer terms that can be communicated for the mutual beneﬁt of allthe internal and external stakeholders. The model derives from the idea that eachsituation promotes a unique conceptual perspective of the ﬁrm’s intellectual promiseand what it has to do to develop its people, and thereby fully materialise topmanagement’s vision. The PPPmodelhasthree relatedconceptualisationsthat connectto this idea of the intelligent organisation. They are:(1) intellectual purpose that is connected with organisational vision (P1);(2) intellectual properties that enable visions to be known and speciﬁed (P2); and
The Journal of Workplace LearningVol. 17 No. 1/2, 2005pp. 99-114