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• W1174559650 abstract "AbstractThere is great concern displayed in the more recent organisational studies regarding the impacts the new digital culture is having on the social and organisational realms of society. What do we mean exactly when we talk about the 2.0 reality? What is the real impact of change within organisations and the corporate culture? What are the most significant differences in how people relate in today's groups and organisations? When we began, back in 2007, to observe the so called phenomenon of the organisations, we tried to find some possible answers to these very questions. The new organisational formats, born from the spreading of the Internet's digital culture, displayed new mechanisms of leadership and membership that became visible in groups and organisations; but, at the same time, they engendered anxieties of more subtle forms of over control.Starting from these assumptions, the aim of our script is to discuss the new issues that the organisation asks us to face, underlining three contemporary paradoxes.Gentlemen, he saidI don't need your organization, I've shined your shoesI've moved your mountains and marked your cardsBut Eden is burning, either brace yourself for eliminationOr else your hearts must have the courage for the changing of the guards.Bob Dylan, Changing Of the Guards, in Street-Legal, 19781. The paradox of leadership. Is it a paradox to imagine that the established between leader and followers could be an useful clue for the understanding of the today's micro and macro phenomena of change that seem to be centred in a new of the followers? In the first paradox we will follow the development of the charismatic bond (birth, maturity, and death of charisma) in an age of change of the leadership cultural paradigm.2. The paradox of relationships. In the second paradox we will explore how to (P2P) relationships in the today's organisational realm are grounded on the affective developed by the Italian psychoanalyst Franco Fornari; and how the hierarchical organisation, traditionally based on the paternal/maternal code, gives space to auto organisational forms based on the brothers code.3. The paradox of power. The third paradox explores how the idea of power is undergoing a huge transformation, shifting from a model of power based on a tight connection between authority and discipline, towards a pervasive form of power that sinks into the vital forces of the subject, like work, creativity, innovation.A SHORT INTRODUCTION TO THE LEADERLESS ORGANISATIONWhen we began, back in 2007, to observe the so-called phenomenon of the organisations, the word leaderless was regarded by many as an oxymoron, a contradiction in terms.How could an organisational structure that needs roles and hierarchy work without guidance, was the first question we were always asked.However, one could say that the absence of rigid hierarchical structures of command and control was a distinctive feature of many of the libertarian egalitarian movements of the 1960s and 1970s; and that the self-organisation of biological and natural systems is one of the foundational principles of the theory of complexity. As some recent scholars state, Self-organisation is the result of a dynamic process that emerges from below, based on local interactions between the constituent parts of an ensemble without centralised control, through which a complex system reorganises its basic components in order to shape a new configuration with different properties (De Toni et al., 2011, p. 12, our translation).Moreover, we see today that the World Wide Web shows countless phenomena of to peer exchange-such as in the example of open source systems that will be better analysed later on-that work as decentralised self-organisational systems.We could say, therefore, that organisations are a growing phenomenon that becomes highly visible today in networks and social contexts operating without a central power of command and control, where the exchange of knowledge and information between members occurs through horizontal mechanisms of relationship. …" @default.
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• W1174559650 date "2015-01-01" @default.
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• W1174559650 title "ACCOUNTS OF INTERVENTIONS: The Three Paradoxes of the Leaderless Organisation" @default.
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