Editing Open Participatory Organization (OPO)
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Latest revision | Your text | ||
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* '''Incubation''' | * '''Incubation''' | ||
====Access==== | |||
Tech-know-logy and Collaboratory | Tech-know-logy and Collaboratory | ||
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As illustrated in figure 2, the network zones also indicate phases in adaptive cycles that every organization goes through, and thus represents the key dynamics of change to be expected there. Zones also correlate with the types of change environments that are operating – from chaotic to complex, to direct and open, and thus are suggestive of the set of actions that are key to strategic choices in the particular network zone. | As illustrated in figure 2, the network zones also indicate phases in adaptive cycles that every organization goes through, and thus represents the key dynamics of change to be expected there. Zones also correlate with the types of change environments that are operating – from chaotic to complex, to direct and open, and thus are suggestive of the set of actions that are key to strategic choices in the particular network zone. | ||
====Adaptation==== | |||
Peer Review and Applications | Peer Review and Applications | ||
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These responsibilities require people occupying these sectors to be sensitive, responsive, and reflective. They must have the skills to identify emerging patterns across a broad landscape of potentials – in people, in products, in markets, in culture – before they become obvious. In addition, people in these sectors need to be able to derive processes that create the conditions for the organization’s continual improvement and adaptation. Their default preferences would be to target, innovate and exploit potentials, as well as to respond, sense, and act on pressures to evolve, by iterating cycles of continuous improvement. | These responsibilities require people occupying these sectors to be sensitive, responsive, and reflective. They must have the skills to identify emerging patterns across a broad landscape of potentials – in people, in products, in markets, in culture – before they become obvious. In addition, people in these sectors need to be able to derive processes that create the conditions for the organization’s continual improvement and adaptation. Their default preferences would be to target, innovate and exploit potentials, as well as to respond, sense, and act on pressures to evolve, by iterating cycles of continuous improvement. | ||
====Support==== | |||
Financial and Community | Financial and Community | ||
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The primary responsibility of the Support sector is that the organization has the financial and community resources to fully realize its potentials. The key strategic preferences in this sector are acting, analyzing and reiterating. They characteristic goals here are to increase, concentrate, develop, plan, do reproduce, report and repeat. The milieu of this sector can be complicated, but is rarely complex. | The primary responsibility of the Support sector is that the organization has the financial and community resources to fully realize its potentials. The key strategic preferences in this sector are acting, analyzing and reiterating. They characteristic goals here are to increase, concentrate, develop, plan, do reproduce, report and repeat. The milieu of this sector can be complicated, but is rarely complex. | ||
====Incubation==== | |||
Playgrounds and Practitioners | Playgrounds and Practitioners | ||