Visual organisation thinking: organisational design as a game with the chaos of thought forms

Tilburg University

Visual organisation thinking

Wouw, Cornelis Johannes Maria van de

Publication date: 1981

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Citation for published version (APA):

Wouw, C. J. M. V. D. (1981). Visual organisation thinking: organisational design as a game with the chaos of thought forms. [s.n.].

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VISUAL

ORGANISATION

THINKING

Organisational design as a game with thechaos

of

thought forms

PROEFSCHRIFT

ter verkrijging van de graad van doctor in de socialewetenschappen aan de

Katholieke HogeschoolTilburg,opgezag van de rector magnificus prof.

dr. G.M. vanVeldhoven, in het openbaar te verdedigenten overstaan van een doorhet collegevan decanen aangewezen commissie in de aula van de

Hogeschool op vrijdag20 november 1981 te 16.15 uurprecies

door

CornelisJohannesMaria van de Wouw

This thesis has been approved by:

Prof. Dr. H. Feitsma

_(promoter)

Prof. Dr. J.J.J. v.

Dyck

(co-promoter)

Theauthorwishesto thank the _following

for their

assistance:

Translation: J.W. _{Watson, M.A.}

Layoutandadvice:Martin van de Hurk Typing: Mijntje van de Wouw

Marian van Dorst Typesetting:

Avril Mc(lean

© 1981 by C.J.M. van de Wouw, the Netherlands. Boschdijkdwarsstraat 16B_{Budel; 6021 AL}

Telephone

04958-2286

The research described in this thesis was carried out in the Corporate ISA Department of N.V. PHILIPS' GLOEILAMPENFABRIEKEN

in

Eindhoven.

I wish

to record my gratitude to the management of this organisation for

CONTENTS(overall)

CHAPTER 1: INTRODUCTION AND FORMULATION OF THEPROBLEM

CHAPTER 2: FROM STAGNATING ORGANISATIONAL

THINKING

TO AN

ORGANISATIONAL

DESIGN AS A GAME WITH

THE CHAOS OFTHOUGHTFORMS

CHAPTER 3: THE HISTORY OF THOUGHT FORMS IN AN INFORMA-TION AND AUTOMAINFORMA-TION DEPARTMENT IN A LARGE

COMPANY

CHAPTER 4: THE INFORMATION SYSTEM OR CONSTRUCTION

CULTURE

CHAPTER 5: THE CONTROL CULTURE

CHAPTER 6: THESOCIAL SYSTEMCULTURE

APPENDICES: The chaos

of

thoughtforms

SURVEY OF NAMES, PROJECTS, SYSTEMS AND GROUPS

LISTOF FIGURES

CONTENTS (detailed)

Chapter1:

Introduction

and

formulation of

theproblem 8 1.1 Introduction 8

1.2 Formulation oftheproblem 11

1.3 Propositions andbasic _principles 11

Chapter 2: Fromstagnating organisationalthinking to an organisational design as a game withthechaos

of

thoughtforms 13

2.1 _{The organisation as}a_stagnating

monolithic _knowledge structure 13

2.1.1 Luhmann'sthesis: the classical

goal-oriented concept and the

classical organisation model as

anintermeshed structure of the causal andhierarchical thought

forms 13

2.1.2 The three laws oftraditional

epistemology asan _explanation

of

the stagnation

in

_{organisational}

thinking 16

2.1.3 _{Explosion ofthe traditional goal}

concept and the organisational

idea based on this 17

2.2 The chaosof thoughtforms 21 2.2.1

A

conceptual structure with three

dimensions: 21

• the

first

dimension: chaotic

(anaxial) thoughtforms and

axial thought

_{forms 22}

• thesecond dimension: causality,

hierarchy and

dialectics 24

• the

third

dimension: degree of accumulation of the

thought

forms 25

2.2.2 Paths from chaos to operation

and vice versa: anaxial and axial

2.2.3 _Waystoconnect thought forms: 27

• An example from architecture 27 • Methods

of

connection 27

• Timeand state interlinked

in various ways 30

2.2.4 The chaos ofthought forins as a

synthetic form ofcausality,

hierarchy and dialectics 32

Chapter 3: The history

of

thought forms inan information

andautomation department inalargecompany 35

3.1 Introduction 35

3.2 The history in a numberofstages 36

3.3 The profile of the cultures with

respect to each

other 39

3.3.1 The place of the cultures in the

three-dimensional conceptual

structure 39

3.3.2 Brief characterisation of the

cultures 41

3.3.3 Thedevelopmentprofile in

relation to the customer's

organisation 44

3.4 Prelude (1966-1968): the conceptual

structure

of

Lopes Cardozo 45

Chapter4: Theinformationsystemor construction

culture 48

4.1 Thestructural set-up 48

• The main form and

variations 48

• The information system culture

anditssubcultures 50

4.2 The development of form in time 54

4.2.1 The charismatic-theoreticalschool 54

• The main form: modulardesign

computer-based information

systems 55

• The ARDImanual as the

methodological path for

4.2.2 _{The ISA-Ap as}a series-connected

system buildingorganisation 59 • The Poot period: modularsystem

buildingbased ona

_{library of}

invariable buildingelements;

evaluation; the ORFO project 59

• TheNielen module; evaluation

of the thought form 62

• The structure group; evaluation 66 • The AEG/Telefunkenmodel as

the aftermath ofthestructure

group 69

4.2.3 _{ISA-Ap as}a collection ofparallel

system

groups 71

• Material_{Managementsystems}

(MAMIS,

CO-MAMIS,

COPICS);

evaluation 73 • _{Planningsystemsgroup;evaluation 74} • Commercial systems as an

evolutionary dialecticalthought

form 76

• Workshop systems as a link between planningand

informa-tion systemthinking 78

4.2.4 Towards an enlightened participative

system building method 80 • The

VADIS

investigation 80

• Information System Planning 82

- The

_{conceptual structure as}

a whole 82

- _{Discussion platforms in the}

"hoop-net" construction 84

- The ordering ofthe concepts

in the

strata 85

- Evaluation 86

- Transition tothe informal (anaxial)organisation

platform 86

Chapter 5: The

control

culture 88

5.1.1 The central thought form as the

meetingplace ofthe

"actual"

(Ist)and "desired" (Soll) thought

forms 88

• The various forms

of

simulation 89

5.1.2 The control culture asa chaos of

thought forms 91

5.1.3 _{Methodology and} construction

of

thetliought forms at the

start ofthe culture: six strata 93 5.2 Form development on a time

basis 98

• History 98

5.2.1 Prelude to the IPSO project: 100

• Optimum control of the

traffic system 100

• Applied scientific method

for

_{system building} 100

• _Operationalresearch 102

• Industrialdynamics;

evaluation 102

5.2.2 The IPSOproject (Initiating

Production by Sales _Orders) 105

• General form 105

• Internal model structure,

medium and short-term 106

• Confrontation with the

environment 108

Interrnezzo: fragmentation of thinking by theblack box

thought form 109

5.2.3 The short term: typology o f

production situation thinking; 112

evaluation 114

5.2.4 The medium term: 114

• BIC (BeheersingInterne

Conjunctuur): Control ofthe Internal Business

Cycle 115

• PROSPECT _(Prototype System

for

Planning, Evaluationand _Coupling

• Methods

of

coordination, Aufbauand Ablauf;

evaluation 118

Chapter 6: The social system culture 124

6.1

Introduction

124

• Common characteristics of the

anti-cultures 124

• History of

the Interaction

betweenInformation and

Organisation Group (WIO) 125

6.2 Trends in the

WIO

_group 128

6.2.1 The_{socio-psychological}school

(dialectical form) 129

• The FIWOT asadialectical

form (BellaarSpruyt) 129

• TheKoolhaasdissonance

model 130

• Evaluation 132

6.2.2 _Organisationand information

system design (acombination

of dialecticsandconstruction) 133

• The organisation as an

institution 133

• Concepts forescaping from the

traditional

organisation

model 134

- _{Orderingsubstitution}

of

the socialdimension

towards the time and

contentdimension 136

- Autonomousgroups 136 - Smallness

of

scale 136 - Distributed processing 137

- Profit

centres and

negotiationprices 137 • Two thought forms from

outside: 138

- The

socio-technical system

approach 138

- The bi-polarenvironmental

6.2.3 Theincipient chaos of thought

forms 141

• Introduction 141

• The thoughtforms

of

Niklas

Luhmann 142

- Important thoughtforms 142

- The

inter-subjective constitution

ofSENSE 145

-

_Trust 146

- The

goal-oriented concept and

system rationality 149 - The formalorganisation and

its functions 151

- The communicationmedia

codes 152

Appendices: Thechaos

of

thought forms 154

Appendix A: Thought forms 154 AppendixB: Transformations 168 AppendixC: Categories

of

inner-world

experienceandaction 169

Appendix D: Elementary concepts

(standard concepts) 170

Appendix E: Ways toreduce complexity (A combination

of

forms and

transformations) 171

Survey

of

names,projects,systemsand groups 173

List

of

_figures 177

CHAPTER 1: _{INTRODUCTION AND FORMULATION OF THE}PROBLEM

1.1 Introduction

In this book we see how the organisational and _{goal-oriented} thinking in a large companyhas entered an _{impasse. Thinking}hasbecome_{bogged down in}

a monolithic knowledge structure. Although people attempt to wrench themselves free, they still remain imprisoned.

We have _{sought a way out of this by letting the conventional knowledge}

structure explode into a chaos

of

_fragments, a chaos

of

thought forms, and

by allowing the substantial constructions to dissolve into _transparent, sub-jectiveforms.

Out of

this chaos

of

thought _{forms, creative} shape can be given to what is "

termed **participative organisation and

information

system design ,based on

the unique unity of the feeling and thinking individual human being or culture.

This formulation of

the _problem is tested against, and demonstrated by

means of,adescription ofa practicalsituation. The piactical study comprises

a definition of _{the conceptual thinking of} three thought cultures in an information and _{automation department in the Corporate} ISA

Division of

Philipsduring the period

1968-1978.

On the basis of this historical survey we presentthechaos

of

thought forms

and that can never be more than a _fragment of these. In order to make this chaos _{more generally} accessible a flexible conceptual structure has been developed _{whichchartsthe chaos}

_of

_{thought forms tosome extent (although}

1

C#4°s

51 %

OADe€

1

'11 0 PER on 04 \ INFORM47'ON S°c# 4 L

CYBER#,677( Jy,T€rn s y JT€m ckAor of

C u L TOR€ e U L TURE e M L T M R€ _{TH okejHT FORrlt}

Figure 1.1 The chaos of thought forms as a synthesis of three organisational cultures

This conceptual structure has two open ends: one represents the chaos of human consciousness as the original birthplace ofideas, as an infinite

gate-way to mystery, with intuition rising upwards. The primary attitude is surrender of the self, or love.

On the other side is the objective operation as the effectuationi ofan effect aimed at achieving a goal in a super-ordered situation. The primary attitude

is action, the exertion

of

power. A polar construction such as this does not mean that the operation is located only on one side and the chaos on the

other. The operation is _{everywhere, but at one end}

it

dominates the rest.

Chaos is also present everywhere, but on the one side it is the key factor which gives shape to thought. Action and thinking go on everywhere in the

conceptual model. It is only the emphasis - which isplaced first on the one

and then onthe'other - that isdifferent. All kindsofpathwaysrunbetween

these two points, both towards the objective reality and

towards the

subjectiveworld.

they can startsomewhere andsimply stop somewhere. There is alsoamiddle

section between operation and chaos, namely order.

Tlie _{path leading to the objective operation}iscalled the orderingor

operation-oriented path. The path leading to the turbulent chaos of thinking and

experiencing is termed the _{chaos-oriented path. In} the region between the

two it

isroughlypossible to indicatethree domains.

First, the chaotic or anaxial _domain; second the domain of order;and third the domain

of

operation, both of the

latter

being axial domains. To enable us to travel through these domains we can use vehicles - or what we have

chosen in this _{study to} term_thought forms. Certain thoughtforms are more suitable than others

for

permitting us to travel through particular domains

effectively. These vehicles, the thought forms, constitutea_{completely open}

collection of movements and _{prefabricated} sense orientations of every possible shape, colour, calibre, size,quality, complexity,consistency, beauty and so on.

The chaos of thought forms is _{presented in} an Appendix. The _{ordering in} terms

of

domains of use will be discussed in Chapter Two. This range of

instruments is applied to the practical situation. The paths and vehicles

which are used there are described in the study. In this way we see that the initialpaths arelocated in the domain of_{objective operation.}

In the second place, we arrive in the domain

of

order, but here we find the

way blocked by

our conventional Western knowledge

structures. In

particular, we describe two systems

of

thought which cut through the

domain _{of operation and} the domain of order. These are the information

system culture and thecybernetic culture.

Attempts are made to escape, _however,in orderto break throughthebarrier and reach the chaos of human·

experience. This collection of attempts to

escape is termed the social system

culture. Its

path mainly nins in the

direction

of

_{human experience} but there is no real breakthrough. There is

(still) no method of system building which seeks to link up with the rich source of the chaos of ideas and the _{energy potential of}the individual as a

unique being in the organisation.

The present study should be seen as an _{attempt in} this direction. Itis mainly this path that weare_{endeavouring to openupwhile playing with forms, and}

at the same time we wish to keep the

road completely open towards the

other side.

The chaos

of

_thought forms acts as a creative vehicle

for

making objective

reality subjectively acceptable and designable; for splintering the rock of objective thought into fragments and enabling it to be given shape on the

basis of subjective chaos. Only then can we establish the _relationship between the _{uniquely creative human being and the rock: the}formal

Only then can we establish a relationship between emotional and cognitive

experience and the formal organisation. And only then can the double

organisational reality comefully into its own and finallybecome oneunified reality ona_{higher level} ofawareness.

The fantastic work of Luhmann has been of great assistance to me in exploring the above-mentioned

terrain. And

in saying

"fantastic" I am

expressing both my own value judgement and also the fact that Luhmann's

thinking appeals greatly to the fantasy, or imagination. The study of

Luhmann's work has contributed to splintering my own culturally conditioned "thought rock". Accordingly,anumberofLuhmann's conceptual

structures will be reviewed in order to _{supplement the} history of the three

cultures.

This book aimstopresenta_{methodology of}the imagination in organisational

design. It is an attempt to raise the leaden weight

of

serious, mechanically ordered thinking from its stagnant depths and

transform it into

a carefree

game with the translucentpearls

of

unfettered thought. 1.2 Formulation ofthe Problem

The formulation of theproblem consists oftwo related parts:

1. What instruments can help todescribe organisational cultures?

What forms, patterns or configurations between Chaos and Operation can refine the sensitivity ofthe thought process in organisation design? 2. A description of three organisational advice cultures in the field of

information systems and automation with this range of instruments. In this connection, these cultures have a dual function: on the one hand,

they act as an extensive case study and, on the other, as suppliers of

thoughtforms.

The main path selected in the description isareduction of thought forms to

conceptual chaos. Attention will also be _given to ensuring that we can see

through the splintered form as an organic synthesis. We shall both analyse and synthesise,although this will take place in the chaotic domain.

1.3 Propositionsand Basic Principles

1. The predominantly goal-oriented concept in the company studied still

consists of an interwoven structure of simple causality (the

effectu-ation of

an _{effect) and} a _{fixed ranking}

of

values asthe background. The equally classical bureaucratic

model of

an _organisation is _{coupled with}

2. The old and still valid epistemological laws help to maintain theclassical

model in existence. They thus constitute a barrier togiving shape to the

organisation on the basis of a reconciliation

of

emotional and rational

thinking.

3. The _organisation and/or the information system designer can look

directly out of

the chaos

of

thought formsand produce an_unprejudiced construction.However, this calls for thedevelopmentofhisself-awareness and fragmentation of hisownconceptual structure.

4. Looked at from the viewpoint of objectively oriented organisation science, which is mainly a Western _{phenomenon, the unordered creative}

subject of

the organisation can scarcely be seen. Religiously oriented Indian thought, which mainly approaches reality from what can be

contemplated subjectively, might provide a good starting point. The chaos

of

thought forms tends to

arrive at

a synthesis by combining

thinking the thought (the West)

with

seeing the form (the East).

The _{functionalistic Luhmann-type thinking} also tends in this direction. 5. The _{organisation's thinking} in terms of a _{creative-synthetic} inner world

can be_{effectivelyexpressed through}themedium ofvisual forms.

6. Designing organisations on the basis of thechaos

of

thoughtforms which

exist among the people in the organisation produces a more realistic approach to systems, resulting in a greater acceptance of, and

trust in,

these systems because they take people's cognitive thought forms as a startingpoint.

7. To achieve this, the system designer himself must also acquire the

chaotic, dialectical approachto thought. In addition, themore "rational"

thought forms must be present in that style

of

thinking as separate

components. In this way hecan combine the role ofsystem designer and agent

of

change.

1 N.Luhmann: "Bewirken einer Bewirkung", page 24 Zweckbegriff und

CHAPTER 2: FROM STAGNATING ORGANISATIONAL THINKING

TO AN

ORGANISATIONAL

DESIGN AS A GAME WITH

THE CHAOS OFTHOUGHTFORMS

The kind

of

organisational thinkingthat generallysurvivesunder the name of

the classical organisation model is still very much alive, asour cultural study will show.

In "Zweckbegriff und Systemrationalitat", Niklas Luhmann demonstrates that this model is a structure of two thought forms, one coming from the

Greeks - the hierarchy - and the other from 19th century causality. The preconscious structure of both thought forms together causes stagnation. An attempt is made to examine this factfurther in the present book.

The way in which the two thought forms are interwoven witheach other can be related to the traditional epistemological laws, such as the law of the excluded middel (tertium non datur), the law of contradiction and the law

of reason.

First of all, we make the traditional goal-oriented structure and the classical organisation model explode intoa_large numberof thought forms. After that,

we examine the ways in which thought forms can be combined and synthesised.

There are many of these possible combinations - more in fact than the

traditional epistemologicallaws permit. The point isthat every thought form can constitute the connection between every other two. This brings us into

the world

of

chaos, the chaos

of

thought paths and thought forms, where every conceptual structure or synthesis canbe fortned. Every organisation is

some dynamic combination or other ofthe chaosof thought forms, the sub-jective and more obsub-jective ones alike.

2.1 The Organisation as a _Stagnating Monolithic Knowledge Structure

2.1.1 Luhmann's thesis: the classical goal-oriented concept and the classical

organisation

model as an intermeshed structure of the causal and

hierarchical thought forms

The most direct goal-oriented thinking consists of the formulation of a goal

as the point to be reached and the mapping out ofthe shortest way to it.

The way to it is the means. Goal-oriented organisations are the way to the

goal, or the arrow directed towards thepoint.

This goal-oriented concept has led to the classical form of organisation. Its

• A one-sided _{goal-oriented} rational organisation: it is the means

towards the end.

• Unity ofmanagement: it controls the whole organisation from one

point.

• The organisation asa whole consistsoftasks. The task isameans to

an end. Theperson whoperforms the taskis therefore not only part

of

the whole but also ameans to an end. He or she isan instrument.

• Only the motives of some of the members of the organisation count.

The motives of

the remainder are turned

into

instruments, neutralised or discredited. For that remainder, the achievement of

goals _therefore only _means following explicit

or

latently operating commands.

The development of the goal-oriented concept leads _{to stagnation in}

organisational thinking. This stagnatingmodel ofthetraditional organisation

still

seems to be particularly topical, as will be seen from our culture study.

According to Luhmann, the model is constructed by fusing two thought forms together: the value hierarchy form (part and whole) and the end/ means form, these _{being the system} notion and the notion of conduct

respectively. (SeeFigure 2.1).

HIERA Re Hy S y NTRESIS CRRJACiry °tr

0 F VALUES HeAYS AND EMDS

A 2 1

.\4:.

.'1 .

.u-./3 -7

The system notion states that: "The organisation is a whole consisting of

parts (= tasks)." The activitiesnotion states that: "The end is to be achieved by the means." The organisation must thereforebe constructed asachain of

end/means elements. These two thought forms are so interwoven with each other that thewhole has_{become the end and the part}hasbecome the means.

The task is at once the part and the means.

TheGreek _{concept of}the whole asan_{ordering o}fvalues and the 19thcentury

goal-oriented concept as a causal scheme

of

end/means relationships thus

results in traditional organisational thinking. On the one hand, a fixed

ordering of values is employed. On the other, subjective end/means constructions can be combined in such a way that every means can be the

cause leading to the end (= consequence).

These two thought forms are interwoven with each other. But this

inter-weaving is completely obscured when the philosophy of conduct, or the

ethics which still functioned as a whole _{system up to the 20th} century,

dissolves into various sciences

of

conduct such as_{sociology, psychology, law}

and economics. Rationality continues to constitute a "predetermined sense framework". The goal remains an invariable background structure with

respect tothe causally conceived decision process.

This is criticised by existential philosophy, phenomenology and the

philosophy of life.

In Kierkegaard, for example, the subject who chooses

for himself is central. The criticism boils down to the fact that the goal-orientedconcept disregards the subject.

The natural world

of

experience is an "Einheitliches Geschehen" (a unified

happening). Divisions between the end and the means are artificial divisions. The subjectisexcluded from the end/means calculation.

All this and much more supplies the material for the system rationality

concept of Niklas Luhmann. He tries to see human conduct and thesystem

as one single whole. This implies a rethinking of "being and time" and

making a conscious distinction between the goal as a causalscheme and the

goal as an orderingofvalues. At the same time, Luhmann wants to introduce the time aspect: Time asa reduction

of

complexity,

with

opportunism as the

key word. Opportunism, however, is not intended as a category to be

condemned by morality but as the idea that one need not allow oneself to be led by a _{pre-set objective. The circumstances and the} situationdetermine

whatone wishes and what one does.

The above formidable insights inspired me to investigatein practice to what extent the classical model

still

exists. And, if it does, what must be done in

order to bring this model back again to demountable thought

forms, or to

reduce it to thechaosof thought forms.

2.1.2 The three laws of traditional epistemology as an explanation of the stagnation in organisational thinking

What we are concerned with here are the law of reason, the law of

contra-diction and the law ofthe excludedmiddle2.

• The law

_of

reason says that every judgement must have its own

reason. If thereason (= cause) is_{given, then the}judgement (=effect) is also _{given. This law} is strongly related to the thought form of

causality. It establishes the _{thought pattern of}the "one-dimensional

cause and effect" as a rule for thinking.

• The law of

contradiction states that it is against the rules of thinking to assert the opposite about the same thing at the same time and in the same _{relationship.} Truth existsindependently of the observer. The subjective perspective in which things are seen is irrelevant. This law states that there is only one way in which we observethe_{truth and that is by looking at} the thing itself.

The same _{thing must be seen} from another position. This law has

strong links with our axial structure form in which, for example,

time _{or quantity} is incorporated as the dimensional axis. The structure - for example, the cube - is the only valid perspective

in which the _{thing or thought form can take its} place without contradiction. The cube is the frozen perspective. The

multi-perspective approach is rejected by this law, because it means that the same thing becomes something completely

different when it is

observed _{from another viewpoint. In our}chaos

of

thought forms we

attempt to keep this element of the subjective perspective present to themaximum extent.

. The law of the excluded

middle prescribes that if there are two contradictory judgements, either the one or theother must be true.

A third viewpoint is not possible. Conflict cannot, therefore, be permitted. Observing things in two different perspectives and

findingthe_{truth subjectively in both is not}allowed.

The conclusion is that these laws have a stagnating and blocking effect on

the creative, chaotic domain. Dialecticthinkingisforbidden. In the chaos of

thought _{forms, the}

_{dialectic form is one of}

the important thought vehicles. In this chaos of thought forms a_{judgement need not have} an unambiguous

cause; contradictory statements can be made about one and the same _thing.

These contradictory statements are evenraised to the level

of

thought forms

The field of thought permitted by the laws falls into what is termed in

section 2.2.1 the domain of the axial and axial-pathlike forms. In ourchaos of thought forms, however, causal _{reasoning need} not conform to a

pre-determined structure

of

consistency. The diversity and

intermerging of

thought forms is

of

central importance to us. The principle thought form which offers these _{possibilities} is dialectics. It tolerates contradictions and links them with each other. In the _{thesis, antithesis, synthesis,}a _{gliding and}

flowing movement develops in time but not, however, in a linear and

compulsorydirection.

Dialectics is also the thought form which is closest to _{the paradoxical} Eastern

_{thought form of}

_{yin-yang. The actual} inner world

of

_{people in an}

organisation can be very well understood and described withthe paradoxical

thought form. The

individual in

the organisation has his own view of his

situation, of his _{reality. This is} a different reality from that ofthe others.

2.1.3 Explosion of the traditional goal concept and the organisational idea

based on this

In order to take this step, we must first make thegoal formulationexplode

into

all kinds

of

thought forms,

into

fragmentsand _{smaller pieces. The more}

pieces we can _{distinguish, the} more possibilities we have for constructing unique organisational forms and the more we can think _along lines

appropriate to the situation.

In _{the accompanying diagram 2.3} we present a survey of the _{explosion of}

forms into six form _{layers. On the}top three layers are the harmonious forms

of being and timeshowing how they areconnected witheach other from the

first to

the

third

layer. Thesethreelayers represent harmoniousthought. The forms can be _synthesised towards the "being" side. Here we arrive at the traditional organisationalmodel ofthe organisation as astructure. The forms

can also _{merge with} one another, but in the direction of time as the main form. Here we aremoving more in the

direction of

the cybernetic-control-OR

method of thinking. In the third layer we seea stagnating modelarising from

both directions.

If we

move upwards we see a number

of

thought forms which combine to

form the stagnating conceptual structures.

The conflict form

isintroduced in the fourth layer. Along with this, we have drawn the remaining conceptswhich willbe discussed later in the rest of this book. They are almost all attempts to incorporate the subjective, vague, coalescent element in organisational thinking. In thearrangement asa whole a line can be discovered _{running from harmony} througli conflict to trust (as

the synthesis

of

conflict

and harmony), the chaos

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The rational, constructive type of organisation

All

rational forms

of

_{organisation are syntheses}

of

_causality and _hierarchy.

Thetraditionalorganisationconcept ismainly to be seen as_{being shaped like}

a conein whichboth forms can be combined.

• The goal to be_{achieved lies at the highestpoint.} Thecontent of the cone isthecausalcontent (cause-effect).

• The content of the conecan reflectthe order

of

values. That can be done _by

_{dividing the cone or}

_by

_{splitting it into}

_{layers. They} represent the steps which must be taken in order to achieve the

goal.

There are _{various ways} in which the causal movement in the orderofvalues can be constructed. The movement is generally represented in linear form (see Figure 2.2):

a. The causal _{movement in its simplest form can} be represented as a line between two points

with

intermediatesteps.

b. The movement travels upwards step-wisethrough all kinds

of

nodal points inthe hierarchy.

c. The movement starts travelling around in circles at the base of the

cone.

d. The movement travels _{upwards in} a _{spiral over the} exterior of the

cone.

Concept b. bears _{the strongest} resemblance to the ideal type of the traditional organisational concept as aninstrument

for

achieving the goal (as

a point). In reality, the form consists ofa seriesofmovements. Thisisshown in Figure 2.3.

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First of all, the goal is determined as thepoint to be reached (1). But where are we now? At the otherpoint. So whatsteps must be taken to go from one

point to the other (2)? The steps in the time scale are converted into the tasks to be performed, which lead to the achievement of the goal.There are

also tasks which can be carried out simultaneously (3). The hierarchy is a

fact. The leader is _{given the goal as the} objective to be achieved. The other

underlying points are _operational. Since the hierarchy is there, the signal must be _{given from the top} downwards (4). When the impulse arrives at the

bottom, after the work hasbeenperformed there is an _{upward-going impulse,} depending on how the work is _{progressing (5). The goal, being the} topmost point, isattained (6).

2.2 TheChaos

of

ThoughtForms

2.2.1 A conceptual structure with three dimensions

In _{this chapter} we chart the immense domain extending from chaos to

operation in somewhat clearer form. We _{attempt to lay down} some _points

of orientation -

in other words, to set up some "customs posts". The land-scape is very varied and extends from a desolate wilderness to a '*perfectly oiled" urban organisation withitsskyscrapers, where the traffic travelsalong the beaten tracks.

We superimpose this idea on the organisation (see Figure 2.4).

The part where everything takes place according to rules and regulations is the formalorganisation and corresponds closely to the operation domain and

the order domain. The customs in the

field of

the logic individually and

generally used in thinking are also located in this order domain. Three epistemological laws have _{already emerged}which ensure that we do not step

out of line with

our thinking.

The _{full reality} ispresent in the chaos, and so is theemotionallyexperienced

reality. We shall travel through these regions, both from chaos to order and

vice versa. In order to introduce somewhat more variation we shallsurround

the immense area with two dimensions in the same way as in a chart with

degrees of latitude and _longitude. Along one axis, we plotthe _{thought forms} in more _{general terms: operational,} structural and chaotic thought forms.

Along the other axis we present thethought form which is more specifically representative in a _particular area where itis oftenused (causality, hierarchy

and dialectics, respectively).

We can travel _through this region with our thinking in the organisation. In it, we also place the thought forms which we recognise in principle. For that matter, there are an

infinite

number of them. In this model wealsoproject

our cultures and the paths which they follow. But there is still a third

In Figure 2.4 everything that is in factthought and done lies in the (hollow)

bottom of the chaos. This _thinking and action also extend over, or rather · under, the other fields of knowledge. The two other fields lie above the

chaos. On these plateausthinkingis different,because only certain

(thinking)

tools are used. These tools are handed out and people learn to use them as

they go up the ladder. The layers represent artificial layers

_of

thinking about

the chaotically intuitive reality which is ordered in ever-increasing measure.

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Figure 2.4 A conceptual structure with three dimensions giving a first ordering of the

chaos of thought forms

The first dimension

The tools or thought forms which the individual uses or may usecan there-fore be divided intotwo fundamentalcategories: the chaotic anaxial and the

axialorordered_thought forms(see Figure 2.5).

Chaotic (anaxial) thought forms

No one gives instructions from outside as to howtheindividual must think.

This is _{thinking in} free _space

without

_{stipulations from} outside,

without

dimensioning or dimensions or axes, hence the term anaxial. We represent

that with

all kinds

of

figures which depict these various thought forms. Contrasts are _{present in} all kinds of colours. Thought forms from higher plateaus can also _occur, but without any instructions for use or compulsory commands to employ them towards one particular end, as happens on the

upperplateaus. Axial thought forms

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Figure 2.5 Axial and anaxial thought forms

Structural axial These are thought forms which are dimensioned

thought forms from outside. The form of thinking is "clamped

in"

with

respect to certain axes. It must obey a

certain form (a brick with respect to a house).

Hence there are also thought forms which must

obey structural frameworks, just like the brick with respect to a house. Examples are the

part-in-the-whole form , a demarcated space in a cone

or cube. In these axial first-order thought forms there are, in particular, also qualitative forms.

Axial second The thought forms can obey more than one

order structure ordering. An example is a part in the

whole which is, in turn, a part in a _{whole, or a}

ball in a _{hierarchy in a cube. This}thought form is

termed second-order axial.

Axial-pathlike The second form, for example, can also be a progressive path in a _{space, or a time line. The}

forms which obey this are termed axial-pathlike or processual. Representing one thing after the other within an orderedstructure, this is the main

form. Now, the ordering does not take place

auto-matically from onepoint, but onthe basis of time.

Quantitative thinking comes into thiscategory of

While the anaxial forms are absolutely complete, the axial thought forms

operate only with a conditioned structure around them. These conditions

can comprise a number of layers, which are both structural and pathlike in ' nature. The conceptual

model used in this

book consists of all

kinds of

towers with ordering platforms one above the other. The groundfloor is the

gateway to infinite chaos where there is absolutely no ordering medium operatingfrom outside. The things move from the inside outwards.

Cultures are towers which have been built with all kindsoffloors. They are

thought forms stacked one on top of the other and which need eachother.

If

the first

floor

isremoved everything may collapse.

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Figure 2.6 Every prescribed thought form creates a new platform in the adviser's and

client's organisation

In our _study we examine the multi-storey structuresofthree cultures. These are structures whose task is to makestructures forothers. They are _advisory

cultures which have to tell others in the company how to build their own

structures (see Figure 2.6). The landscape thus consists of structures of

varying calibre, size and construction. The company which we are considering is characterised by technocratic thinking in which a _particular

pattern ofthought sets the norm.

The seconddimension: causality, hierarchy and dialectics

These three _thought forms are dealt

with

separately here because they are important in our description oftheculture. Each ofthe three thought forms

attempts in its own way to gain mastery over the dualisms and the conflicts

in the chaos. In

_{addition, each of}

the three thought forms has a certain

Causality divides reality into causes and effects. The one clashes with the other. Why? Is one heavier and the _{other lighter? Is it} a _question of seeing

the cause as some structure or other (hierarchy or cube) and the effect as

something that it can influence? The _ordering of cause and effect is an

ordering in terms of factors, in an unbalanced structure. As far as the thought form is concerned, the cause-effect/cause-effect

chain is not far

from being a path of travel. At every moment the movement is thrust a fraction further forward. This movement corresponds very closely to the path asan _{axial process-type form.}

The hierarchy is

a _{part/whole form; it consists of a structure in which}

phenomena are immediately ranked from the top downwards, from the outside to the inside, from better to worse, from first this, then that. It is one of the forms of the _{axial structure-type. Other} forms are the cone and cube. They are all space-occupying figures. Parts are parts

of

space. The hierarchy is, among other things, a form which is used to indicate a

generalisation movement from the specific to the general. Forexample: the

well-known syllogism "every human is mortal" is higher on thehierarchical epistemological ladder than: "Socrates is

mortal".

The formation of

concepts in accordance with the hierarchy is _fairly static. We have seen that

from the well-known epistemological laws: the law

of

reason, the law of contradiction and the law ofthe excluded middle, which havea_{great deal to}

do with this thought form.

The thought form ofdialectics describes a contrast, but the direction need not be ordered either in time or in structure. The contrast of

thesis-anti-thesis emerges in a synthesis. The

distinction of

the contrast is eliminated.

Here the componentswhich continue to constitutehard nodules in theother

thought forms merge into a unity

_{which, in}

_turn, moves

forward to an

unknown point. The _{thought form has two very important functions: it}

makes conflict possible and permits a smooth transition from one state to the other.

The third dimension: degree

of

accumulation of the thought forms

The third dimension indicates the cumulative structure of thought forms. In

the lower plane, the main thought form isdialectics. Theothertwothought forms may be _{present in this} as second order forms. They then swim about

in the dialectical thought form. The dialectical thought form can cope with both of them since the basic _{ingredients of} the others are _{present in}

dialectics. The synthesis comes about by thesis and antithesis. Synthesis,

thesis and antithesis canbehierarcliically related to eachother.

In the second _{plane, the main form is} the hierarchy or cube. The other two

(Compare the concept

of

Plato's dialectics as a discussion technique.) Causality comes downwards from the plane which is naturally operational.

It then becomes, for example, an information flow or a stimulus response

structure.

In the third plane, causality reigns supreme. Other thought forms must be built into causality. Theyare _{recognisable, but the form} isclamped in by the main form which it must be _{fitted into in its proper} order. Causality can consist of controlling a _{process and the hierarchy} then becomes a certain

linear structure of stock levels. Dialectics shrivels up in a _power structure where the subject (thesis) tells something to the object (antithesis). The

synthesis (via a_{feedback mechanism) is then established in the subject as the}

controller.

In this way, we see that all thethought formsare_{present on} each_{plateau. It} is only because there is one main form that thesub-formsare_{clamped in by}

the more powerful main form. The effect created by the fact that thought

forms continually recur in the depth structure ofa_{thought form is what we}

term the "Droste effect" (= "Indian box"). This refers to a Droste cocoa

powder box. On it there is a girl with a box ofcocoa. On that box, we again see the girl with the box and so on. There is one difference, however. Our

sub-forms can bechanged by the main _{form, while the girl with the box does}

not undergo any change in the deeper visual levels. This is because we then

use the dialectical thought form as the main form ourselves. Reality then

becomes a form with glidingtransitions.

Following Luhmann, the effect which occurs as the forms are stacked upwards is termed: re_{flexivity. Via the learningprocess,} the thought form is applied to itself.

2.2.2 Paths from chaos to operation and vice versa: anaxial and axial chaos-operational paths

These paths comprise a combination

of

thought, experience andaction (see

Figure 2.7). In many cases, the individual'sactions, experiences andthought processes are separated from each other in both time and space. The more

ordering platforms there are located one above _{the other, the more they are}

separated from each other. There are paths which travel upwards to very

high plateaus. There the operation can take place under completely conditioned circumstances. The _thought structure hasbeen established after a great deal

of

reflection. This also involves a _{great deal}

of

maintenance in

order to preserve this

structure in the form

of

conditioning. The operation

takes place under hyper-conditioned circumstances. There, the individual's

experience is _completely unconnected with his actions and he no longer

needs to think. That has been done _{previously, but by someone else. He}

need only act _{without reflecting -} as _{happens with work on} the conveyor

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1) Freezing

2) Opportunism 3) Unfreezing

A chaos-to-operation path can also be followed on the platform ofchaos,

but it

is _{either very}

_{short or very long. Time is}

no _{longer relevant here.} Action, experience and thought coincide in the here and now. (This is very

close to the

"inner world"

idea). There arenorestrictions from outside. The

path becomes a path of life, an adventure. On every path we canencounter every _instrument, every thought form.

"In

principle, we are in directcontact

with everything."

The first path is termed the axial chaos _{operation path ( 1) and} the other is the anaxial chaos operation path (2). The second path provides a very good

representation ofthe system concept

of

opportunism, because what

it

means is adaptation depending on the circumstances, but without any pre-ordered

ideas,ideologyorvalue structure.

2.2.3 Ways to connect thought forms An example from architecture

We can _{now travel along paths} throughout the entire column, thinking and acting as we go. Ateach

_{point of}

_{space we can}encounterparticular forms of thought which feel most at home there. Travelling along a path, the thinker

one thought form fortheother. Thisiscalled areplacement

thought form. If

he incorporates the new thought forms above, in or below his existing. platform, we callthe resulta _{synthesisingthought form structure, or thought}

form synthesis.

A very nice demonstration of the synthesis of thought forms, but in architecture, can be found in

"Notes on

the

synthesis of form" by

Christopher Alexander. His aim is to design an Indian village. In doing so,

he takes account ofaround 140 design requirements tobedivided into some

13 groups in the fields of, say, agriculture, cattle breeding, the village,

irrigation,regionaland national policy.

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Figure 2.8 The design of a village as an example of a synthesis of forms

Each group of requirements is _{represented by a form. On} the basis of an

analysis of the interaction between the requirements (for example, sacred cows and

traffic),

he arrives at the design of the village after a two-stage

synthesis of forms. The heavy line in the top drawing represents the river. The curved lines which run towards a _{point are} the flows of water coming

from the mountain. On the other side, this water is used

for

irrigation. The

village is at the top right.

This design particularly inspired me in conceiving the thought forms. It

shows us how forms can flow smoothly into each other. There are no

discontinuities. There isno frictionbetween the individual forms.

Methods of connection

It is also _{possible to work in this way in} the chaos of thought forms.

Syntheses are flexible transitions from one form to another. In the case of a conceptual structure, we are thinking of a more mechanical thought form

structure where the transitions are less smooth. The thought forms are

hardernodules.

A thought form structure or synthesis consists of more than one thought form. The way in which it is constructed depends on the thought form

which is already present and the one which is new. This is because the

thought form partly determines how the structure or the synthesis takes place. For example, ifthe thought form is _{part/whole and the new form is} whole/part, the thinker need only accept the reversed form in order to see

the "reality". He can fit the new whole/part form into his part/whole thought form. There are, however, all kinds

of

possibilities. The individual

can experience every different thought form asa contrast ora dualism. What

ishisreaction onseeingother thought forms?

There are a number ofpossibilities. For example, we can make thefollowing

distinctions3 :

1. A radical solution in which thecontrastis_simply neglectedand regarded

asnotbeing present.

2. A solution

in which a

third

_{thought form} comprises the contrast

(nionoistic solution).

3. An interposing solution, which adds a series of intermediate forms between the contrasts.

4. A solution in which one extreme of a dualism is _{only infinitely} vaguely

perceptible in the other (Leibnizian solution).

5. A relativistic solution: the contrasts are _regarded as relative, so that

There _are, however, still other forms ofsolutions such as the "Verbindung

der Entgegengesetzten" (linking

of

opposites)4. Thismeansaconnection by

a third form in such a way that the contrast continues to exist because, for example, it hasa function.

Every thought form attempts to link dualisms, to bring order into the

chaotic reality. We _{therefore understand synthesis} asmeaningevery solution

which has been experienced

with

regard to acontrast ordualism. In thought form accumulation, stacking occurs to a greater or lesser

extent. In this

respect, it will be important to be able to createlinksbetween one form and another.

Time and state interlinked in various ways

Two ideas of reality, the one _consisting of states and the other of events,

must be linked together. (See Figure 2.9). It is this elementary link-up which

determines how a _{particularorganisational} cultureappears

to

think. We shall

first

examine the tworealities and then the various methods

of

connections .

• Reality consisting

of

events:

One moment of time after the other isincessantly chased from the

future into the past.

The moment of time gets its identity

independently of what we term the future, present and past. The point oftime needs this change to be able to becomereality in the

present. This time concept is the modern view of time. The points

of time arevariable. _{The present}is fixed.

A problem ofthis moderntime_{concept is the constant} flight of the

',

future into thepast, resulting in the "Sinnentleerung der Gegenwart (depriving the present ofsense).

• Reality consisting

of

states:

This idea of time is_{independent of}the changingpoints of time. The

central factor is the continuously actualpresent. States can only be identified as "present". The future and the past are also made into states (into the present) by means

of

expectations and memories.

This idea of time

is characteristic

of

antiquity. Eternity can be

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These interconnected conceptual

structures also more or

less reflect the profile of thought cultures running from objective operation to subjective

chaos.

1. The state is _completely built into time-based thinking as a fluid

parameter, inother words variable states.

2. Time is _completely

built into

structural thinking in the form of (information)relationships which connect segmentsofspace.

3. Views of time and state are generalised for a_group

of

people. The

start-ing point for all of them is an orientational shape. This corresponds to

the formal systems.

_{It links time}

and space to one point (the point of responsibility) in a divisible space. For example,

of

power! Power is constructed asa divisible space.

4. The views of time

and state are examined for each individual. Here, no

generalisation is needed. The here and now come together at a specific

level in his inner world. He combines them into a _{unity. By reciprocal}

negation of the time ideas,

in

which the one ismaintained and the other varies, a certain latitude is created

-

there is room for variation. This comprises everything that actually is and thus spares the individual the

ideathat _{everything can vary}

with

everything else.

2.2.4 The chaos of thought forms as a synthetic fonn of causality, hierarchy

anddialectics

If we wish

to analyse what is actually being thought in organisations, then

we must eliminate the lawsand stagnations discussed above. This elimination becomes an adventure in thought in the chaos of thought forms. In this

domain there are no prescriptions whatsoever. There are only invitations.

Every thought form can be used in every domain. We therefore match the

three thought forms with the thought-form domains: the anaxial, the axial

and _{the axial-pathlike types.} A space then comes intobeingin which we can

jump from one platform on to the other. The thought forms then also take on differentshapes. _{They evolve as well.}

From causality to reciprocal selectivity

(See Figure 2.10, boxes 1,2,3)

The thought forms become ever more complicated conceptual structures.

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dialectics

enclosed space it becomes an _{input/output black box.} The black box is a cut-out from a spatial structure. This can be an_{incoming oroutgoingcause/} effect

_(for

_example,

_{information). But it can also be}

a whole

cluster of

incoming and outgoing flows in which each _{input and} each

_{output, in turn,}

is regarded as a _perspective in which all the flows can be seen as a whole. This

latter

point canbelinked with Luhmann's "Wechselseitige Selektivitat" (reciprocal selectivity).

From the hierarchy (part/whole) to the stratum

(See Figure 2.10,

boxes 4,5,6)

Ten is not only a number which comes between 9 and 1 1. It also_comprises

the numbers 1,2,3 etc. and thus representsthe

total of

tenindividual units or parts. It is also 5 x 2. But on a _qualitativelevel

of

_thoughtan _organisation

The hierarchical concept can also act as a _{perspective in the form of a}

stratum. Strata are _{perspectives or ways} of seeing things located one above theotherwhichtogether form thesub-considerations fora whole.

From interaction todialectics (See Figure 2.10, boxes 7,8,9)

What happens when the dialectical thought form is combined with an axial

processual thought form? The result depends on what thought form is more powerful. If the dialectics is built into the axial processual thought form,

then the conflicting construction

of

dialectics is transformed into a series ofharmonious constructions and the oppositesarenailed down harmoniously

on a time line. This, for

instance, is the case when an engineer who thinks in cybernetic terms tries to incorporate dialectic sociological thinking in his thoughtforms.

Conversely, when the axial processual thought formisbuilt into the dialectic

thought _{forms the result is,}

for

example, the role concept. The role player

has to deal with

all sorts

of

conflicts

along the time path

in

which the

situationchanges.

When the dialectical structure is built into an axial thought form the result

is "eine Verbindung der Entgegengesetzten" (a linking

of

opposites). The conflict form is _{present but it} is weakened and distorted. A third party regulates the

conflict

via

"interaction". Conflict

has become interaction.

At

the chaoticlevel lies dialectics in its fullest form fromwhere the synthesis arises from thethesisand antithesis.

From these paths through the space of thechaos _{of thought forms, in which} the instruments

of

thought consist

of

prescribed conceptual structureswhich have been shattered

into

_fragments, an

infinite

number

of

thoughtforms can be created. By thinking, each path can be selected as a guide to action.

1 SeeN. Luhmann,_Zweckbegriffund Systemrationalitit, page 55.

2 See_{H. Leisegang,Denkformen, 1928.}

3 These solutions have been taken from _{"Untersuchungen Ober} den Aufbau von

Systemen" by KarlGroos.

CHAPTER 3: THE HISTORY OF THOUGHT FORMS IN AN INFORMA-TION AND AUTOMAINFORMA-TION DEPARTMENT IN A LARGE

COMPANY

3.1 Introduction

In this chapter we summarise an extensive study on the history of the

thought forms in a department working in the field

of

information systems

and automation for application in Philips' own organisation. The period concerned runs from 1968 to 1978. First of all, we indicate the position of the department and the part of it to be described. Next, the course of some important trends is presented in stages. This is a purelypersonal experience

and will certainly not coincide with the officiallypresentedcourse ofevents, nor need it do so. The point is that the viewpoints fromwhich it is seen do not coincide either.

The most important trends of thought are placed in a _{knowledge-oriented}

framework and relationships are madebetweenthought form structures. The individual cultures are described as structures, each with its separate form:

first, as a whole composed of forms and then from the viewpoint of how they havedeveloped into this wholeduringthe period.

Corporate ISA is a staff _department which was set up in 1967. Itsobjective

is: *'To promote optimum information systems on the basis of the

knowledge and ability to apply computers." Corporate ISA is thus one of

the many staff departments working on

behalf of the

line organisation in

Philips, which consists of a number of Product Divisions. These Product Divisions can be divided into consumer, professional and

component-manu-facturingdivisions. The company operates in the field ofelectronic products.

The field of _Corporate ISA ranges from thinking about the computer as a

technical instrument to the computer as an aid in company management. In addition, it has its own computer centre. The

total

staffcomprises around 800 employees.

The departments to whichthe history relates are the ISA

_Application

(ISA-Ap) and a part of the ISAResearch Group: Business and Operation Research (BOR). Together they haveabout70 employees.

The BOR develops ideas about control systems and works on a_longer-term

basis than the ISA-Ap. These ideas need not be immediately

application-oriented.