Organizational Development: A Manual for Managers and ... - FPDL

Innovative behaviour
For human organizations only, another type of behaviour is possible. It takes place in a zone of
stereotypic or rational behaviour, but consists of a conscious application of a random search – just
to expand the knowledge base and find, maybe, a better way for the future. This more or less
random search, or risky attempt, is driven not by emotions, but based on weighing possible gains,
alternatives and, especially, risks. Some risks are admissible. Some free resources may be
allocated for this, as a kind of investment in improving the map. It is called innovative behaviour,
which is in fact a kind of rational behaviour, a specific strategy for trying something not so well
known yet. It may pay off very well. But is it risky. An organism that can afford a risk and is willing
to take one may be the first to find a better way and gain a competitive advantage.
Organizational behaviour
All modes of behaviour mentioned above need corresponding mechanisms to be realized. These
mechanisms must be exercised to remain viable. Thus, not exercising them for a long time may
case a corresponding natural need and discomfort - like emotional hunger. The states of
discomfort that drive an organism’s behaviour may also not be actual, but virtual ones, existing as
threats only. Further discussion of this thread is beyond the scope of this manual, which is
intended to be not too sophisticated.
One could ask the question – how much the above models of behaviour described in terms of
some abstract organism are applicable to the human organization? The answer is – it is applicable
to the extent that this human organization is a living organism. Not all organizations are. Some are
quite artificial bureaucratic formations and exist rather against than in accordance with the laws of
nature. Still, even these formal creatures may demonstrate behaviour, which is different from any
set of individual behaviours of its members. When people work or even stay together for some time
– correlations appear inevitably and certain social entities are formed. These entities will then
demonstrate certain modes of behaviour, though the entity may not have much in common with the
formal organization, even when the members in both are the same.
Thus, organizations may behave in the same modes as individuals. But, being constituted from
humans who have their own consciousness, characters, interests, social engagements, etc., they
may demonstrate much more complicated patterns. The number of such patterns is endless. Thus
sometimes more primitive and general models may be helpful, even though they seem to be far
away from concrete situations. Some of these we will address later; many others are addressed in
numerous other books. But no real situation that may take place in the future can be precisely
described in any book. Reality should get priority; any model should be tested to verify if it is
applicable in a given case and then adjusted to comply with the real complexity of the actual
situation.
33