Emergent Organizational Process

A Emergent Organizational Process is an organizational process that is an emergent process (developed naturally through repeated practice and informal interactions without explicit design, becoming an established way of working).

• Context:
  • It can (typically) evolve through social interaction within organizational groups.
  • It can (typically) arise from practical needs in daily operations.
  • It can (typically) spread through informal communication and knowledge sharing.
  • It can (typically) adapt through collective learning and experience.
  • It can (typically) persist through social reinforcement and perceived value.
  • ...
  • It can (often) influence formal processes through bottom-up change.
  • It can (often) bypass official procedures for efficiency gain.
  • It can (often) reflect organizational culture through work practices.
  • It can (often) solve practical problems through collective wisdom.
  • It can (often) transfer tacit knowledge through social learning.
  • ...
  • It can range from being a Local Emergent Process to being a Organization-Wide Emergent Process, depending on its adoption scope.
  • It can range from being a Temporary Emergent Process to being a Permanent Emergent Process, depending on its persistence level.
  • It can range from being a Simple Emergent Process to being a Complex Emergent Process, depending on its interaction pattern.
  • It can range from being a Complementary Emergent Process to being a Disruptive Emergent Process, depending on its relationship with formal processes.
  • It can range from being an Informal Emergent Process to being a Semi-Formal Emergent Process, depending on its formalization level.
  • ...
• Example(s):
  • Social Network Processes, such as:
    • Information Sharing Processes, such as:
      • Coffee Break Discussion for informal knowledge exchange.
      • Hallway Consultation for quick problem solving.
      • Lunch Meeting Practice for team coordination.
      • After-Hours Networking for relationship building.
    • Collaboration Patterns, such as:
      • Peer Support Network for informal assistance.
      • Cross-Team Cooperation for resource sharing.
      • Informal Mentoring for skill transfer.
      • Group Problem Solving for collective solution finding.
  • Workplace Practices, such as:
    • Task Management Processes, such as:
      • Priority Negotiation for workload balancing.
      • Deadline Management for time coordination.
      • Resource Sharing for efficiency improvement.
      • Work Distribution for team balance.
    • Communication Patterns, such as:
      • Status Update Practice for progress sharing.
      • Issue Resolution Path for problem handling.
      • Team Coordination for activity alignment.
      • Knowledge Distribution for information flow.
  • Cultural Practices, such as:
    • Team Bonding Processes, such as:
      • Social Gathering for relationship strengthening.
      • Celebration Practice for achievement recognition.
      • Team Tradition for culture building.
      • Group Ritual for identity reinforcement.
    • Support Networks, such as:
      • Newcomer Integration for social inclusion.
      • Peer Assistance for mutual support.
      • Group Learning for collective development.
      • Community Practice for shared learning.
  • ...
• Counter-Example(s):
  • Designed Process, which is intentionally created rather than naturally emerging.
  • Formal Procedure, which is explicitly defined rather than informally developed.
  • Mandated Workflow, which is imposed rather than naturally evolved.
  • Standard Operating Procedure, which is formally documented rather than tacitly understood.
  • Prescribed Practice, which is officially designated rather than organically developed.
• See: Organizational Culture, Informal Network, Social Learning, Tacit Knowledge, Workplace Practice, Emergent Behavior, Process Evolution.

---

---