In her excellent research paper, titled The Ipodification of Education;, Tara Brabazon explains in quite some detail the evolution of education in the domain of technology and specifically how Socrates (a great philosopher of his time) resurrects the inherent notion of trust within your ‘general awareness’ of the environment in which we operate.
Clearly, this is a defining characteristic which is so impressively integrated in her research paper that it often perturbs us to think of it in this light.
With this in mind; we must all remember in how to approach modern wisdom with archaic business people – through a ‘natural rhythem and flow’ which so collectively defines our true Organisational DNA
Organisational DNA was an interesting viewpoint put forward by Vijay Govindarajan and Chris Trimble in the context of his rather interesting book “10 Rules For Strategic Innovators” which really signals us in the right directions for critical change.
Critical Change is an area of expertise in which thealphaswarmer project generally focuses on – for it is an aggregation of ‘movements’ within the social and cybernetic systems of sociology together with the power of simple principals rooted in contextual ‘reality’.
TO be more specific; thealphaswarmer project is really about ‘understanding’ the requisite skills and unique attributes which Ken Thompson so eloquently delineates in his article “The Team Brain” concept which has its references back to his individual area of expertise “organisational biomimicry”.
Biomimicry is a model inspired from ‘nature’ which draws its intellect from various different cultures, sub-cultures and contexts (that collectively ebb and flow with the natural ‘tempo’ of just-in-time decision making).
This may be of specific importance to a lot of Research and Development departments out there who are engaged in an ever-ending battle of ‘copy-catting’ which perpetuates in a vicious cycle of “tit for tat” in the form of what Economists would appreciate as “Game Theory”.
For example; to really understand Research and Development departments; we need to delineate the organisational properties of this system. This system operates in three dimensions; which inter-relate to the operation of the three brains that Ken Thompson draws insights into the ‘intuitive repulsion’ or more interestingly; ‘the butterfly effect’ on the mind.
To truly defend yourself in the ever evolving ‘fitness landscape’ – which is a property of cybernetic systems; ONE needs to completely focus on letting go from things that distract their cause.
To facilitate this; its probably better to simply just ‘understand’ rather than ‘ask’ why big executives at many endemic corporations have a regimented nature in their strategic and operational planning.
Wow – doesn’t this shed light into why China ( a manufacturing and efficieny and I must add ‘tech’ powerhouse) moves so fast in the regulation of online content (as we learn a lot of things online than offline) within an operational rubric (for its within the rubric that appropriations can be drawn out of and cannot be misunderstood).