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A Qualitative View of Problem-Solving in the Context of Large Organisations |
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| รหัสดีโอไอ | |
| Creator | Vorapot Rucktum |
| Title | A Qualitative View of Problem-Solving in the Context of Large Organisations |
| Contributor | Ray Clapp |
| Publisher | Graduate School of Business and Advanced Technology Management Assumption University Thailand |
| Publication Year | 2567 |
| Journal Title | ABAC ODI Journal Vision. Action. Outcome |
| Journal Vol. | 12 |
| Journal No. | 1 |
| Page no. | 150-172 |
| Keyword | discrepancy analysis, process, creativity, organizational change, efficiency, strategy, linear & nonlinear cognitive styles |
| URL Website | http://www.assumptionjournal.au.edu/index.php/odijournal |
| Website title | ABAC ODI Journal Vision. Action.Outcome |
| ISSN | 2408-2058 |
| Abstract | In the context of organisational problem-solving in a turbulent and unpredictable business environment, it is argued that leaders and managers must transcend historical concepts. A more suitable approach for the future suggests that organisations should be viewed as complex, non-linear systems rather than collections of functional entities. When considering the implications for the information processing aspect of problem-solving, it becomes apparent that a more qualitative approach helps describe the crucial roles that both the individual problem solver and their cultural context play. Particularly, as most problem-solvers construct linear approximations of the organisation by hierarchically positioning the salient functional entities and their relationships necessary to achieve strategic objectives. From a Western perspective, one of the most significant individual differences of the problem solver is the personality trait of openness, which contributes to an individual's capability for nonlinear thinking. Conversely, for linear thinking, cultural factors play a pivotal role, involving two distinct aspects: the social culture of the 'concrete' phase of early years learning, which shapes cognitive development, and in later years, organisational culture, which affects behaviour within the organisation. Both of these factors are implicated within the concept of psychological climate. Thus, individuals lacking significant support from openness tend to maintain linear competence, while those with substantial support demonstrate both linear and nonlinear competence. Furthermore, in large organisations, creativity is considered to include both linear (incremental) and nonlinear (radical) outcomes, prompting further inquiry into the question, "Why haven't managers embraced complexity?" (Straub, 2013). |
