Biomatrix: A Systems Approach to Organisational and Societal Change

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BiomatrixWeb, 2005 - Industrial organization - 562 pages
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Biomatrix: A Systems Approach to Organisational and Societal Change provides a comprehensive theory of management. It outlines how change in organisations and society needs to be managed in the information age: systemically. It also proposes ideas for new governance models.
  • Part 1 of the book provides an overview of Biomatrix systems theory.
  • Part 2 applies the theory to management, organisation development and transformation.
  • Part 3 applies the theory to dissolving complex societal problems.
The book may be regarded as a textbook for management, leadership and governance in the 21st century. Case studies are provided throughout.

 

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I have used this theory to successfully explain the dynamics in the matrix model of my organization. Its deep understanding can help to rescue an organization.

Contents

Figure 11 Distinction between general systems theory and Biomatrix
4
Biomatrix Theory
19
Figure 21 The image of the Biomatrix as a web of knot and threadlike
22
Figure 23 The activity systems of an entity system
34
Figure 25 Generic hierarchical levels within the Biomatrix
45
Seven systems aspects of organisation
47
Figure 32 Inner versus outer environment
52
Figure 35 The flow of mei within a system
75
Figure 81 Association of thinking modes of the HDI with the structure
221
Managing organisational aims
239
Managing organisational processes
253
Managing organisational structure
271
Figure 111 Generic structure of entity systems
283
Figure 113 The organisation as a web within webs
295
Managing organisational governance
299
Figure 121 Model of strategic planning
314

Figure 39 Multifunctionality
81
Figure 311 Threedimensional organisational matrix
87
Duality of perspectives within the Biomatrix
109
Figure 41 Conceptual versus physical reality
114
Figure 43 Spatial versus temporal perspectives of systems
129
Figure 44 Current futures versus ideal future
140
The dynamics of change within the Biomatrix
149
Figure 51 Development as emerging middle
151
Figure 52 The generic dynamics of systems change within the multiple
157
Figure 54 The Biomatrix as a multidimensional and multilevelled
161
Figure 58 Organisational complexity versus mei complexity
171
Figure 59 Physical and conceptual reality within the generic system
177
Application of Biomatrix Theory
183
Figure 61 The seven organisational aspects
188
Managing environmental relations
189
Figure 71 Stakeholder evaluation
203
Figure 73 Cooperative stakeholder design
212
Managing organisational ethos
215
Figure 123 Systemic strategic performance management cycle
321
Managing organisational resources mei
349
Figure 131 Unidimensional versus dialectic relationship between values
377
Figure 133 The creativity loop
383
Managing the synergy of organisational development
391
Figure 141 Stages of business development
395
Figure 142 Clockwise and counter clockwise change within
404
Figure 144 Spatial and temporal flow of clockwise and counter
411
Application of Biomatrix Theory
421
Figure 161 The concept of carrying capacity
439
Generic steps in ideal system redesign
445
Different types of redesign
463
Managing an ideal system redesign
493
Systemic transversal planning in international
517
Conclusion
537
Index
551
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