Positive Human Tacit Signal Approach and Competence System Intelligence in Organization

Syväjärvi, Antti; Kesti, Marko

doi:10.5772/31044

Cited by 7 publications

(7 citation statements)

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“…Repetition of mistakes or reproduction of problematic conditions (Morrison, 2011), degradation of financial performance, progress and profitability (Mendelson and Zeigler, 2007; Malekzadeh, 2010), decrease in organizational performance and survival chance (Syväjärvi and Kasti, 2012), decrease in efficiency, effectiveness and productivity of organization (Khoreva et al. , 2017), the chance of achieving financial performance (Lei et al ., 1999), failure in the survival and development of the organization (Pozveh and Karimi, 2016), failure of the organization and the high cost of repetition of mistakes/errors (Alvesson and Willmott, 2012), faltering of the competitive position of the company (Yokota and Mitsuhashi, 2008), risking the organizational performance and sustainable competitive advantage (Shaukat et al.…”

Section: Discussionmentioning

confidence: 99%

“…Mendelson and Ziegler (2007) also showed in their research that organizational intelligence has a strong effect on the financial performance, progress and profitability of organizations (Mendelson and Ziegler, 2007; Malekzadeh, 2010). As human’s cognitive, perceptual, developmental and success power depend on their intellectual and mental ability (Syväjärvi and Kesti, 2012), collective stupidity also affects the performance of organizations and their chances for sustainable development (Howson, 2007, p. 49). Matheson and Matheson (2001) maintain that the chance of achieving high performance in smart organizations is almost five times more than organizations with lower organizational IQ (Lei et al.…”

Section: Theoretical Background and Literature Reviewmentioning

confidence: 99%

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Collective stupidity: influences on decision-making in knowledge-based companies

Ahmadzadeh

Safari

Teimouri

2022

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PurposeEven the smartest organizations believe that “good enough is never good enough.” Highly intelligent people may be able to do important things individually; still, it is their accumulated brainpower that allows them to do great things. Collective intelligence means when a group of people do things that seem intelligent. On the other hand, when intelligent people are gathered or hired in an organization, they tend toward collective stupidity and slow-wittedness. Therefore, the purpose of the present study is to develop a model of the factors affecting and affected by collective stupidity.Design/methodology/approachThis study was conducted using a mixed-method approach and in two phases: qualitative and quantitative. First, in the qualitative phase and in order to achieve new findings, semi-structured interviews with experts from 12 knowledge-based companies were used to design a conceptual model and formulate the hypotheses. At the end of the qualitative phase, the conceptual model and relationships between variables were drawn. Then, in the quantitative phase, by running structural equation modeling, the antecedents and consequences of collective stupidity derived from the qualitative phase findings were analyzed and the research hypotheses were tested in 110 industrial knowledge-based companies.FindingsThe results of the qualitative phase revealed that individual, group and organizational factors were the antecedents of collective stupidity, with individual factors having three dimensions, collective ones including two dimensions and organizational ones focusing on the characteristics of managers/companies. It was also found that collective stupidity had individual consequences in three dimensions and organizational consequences in five dimensions; and one-sidedness, non-strategic thinking, organizational injustice and weakness in the management of key personnel were extracted as mediators. The results of the quantitative phase confirmed the research model and showed that individual factors and organizational consequences had the lowest (0.037) and highest (1.084) effect sizes on collective stupidity, respectively.Research limitations/implicationsThe study of the phenomenon in a particular context and the difficulty of generalizing the findings to other situations, the small size of the study population due to the disproportionate number of experts to the total staff in the qualitative phase, and the limited participation of experts due to the negative nature of the issue in the quantitative phase. Taking advantage of the diversity of experts' mental abilities through equipping the organization with tools for recognizing collective stupidity, improving collective decision-making, enhancing the efficiency of think tanks and organizational prosperity in the age of knowledge economy, preventing damage to the body of knowledge of the company and reducing social loafing can be the main operational implications of this study.Originality/valueUsing a mixed-method approach for analyzing the antecedents and consequences of collective stupidity in this study and examining such a phenomenon in a knowledge-based organizational context and its implementation in a developing country can be among the innovations of the present research. By following a few studies conducted in this field in addition to the organizational pathology of the phenomenon using a fundamental method, this study obtained deep results on how to make the maximum use of experts’ capacities. This was to the extent that in all of the three sections, i.e. the antecedents and consequences of collective stupidity, a new factor emerged.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Background and Literature Reviewmentioning

confidence: 99%

Collective stupidity: influences on decision-making in knowledge-based companies

Ahmadzadeh

Safari

Teimouri

2022

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“…Positiivisuuden näkökulman on nähty tuottavan ymmärrystä ja arvostusta eritavoin onnistuneista organisatorisista toiminnoista, joiden kautta saadaan aikaan optimaalista ja dynaamista organisaatioelämää (mm. Syväjärvi & Kesti 2012). Positiivinen organisaatio-oppi tuottaa esimerkiksi positiivisen johtajuuden näkökulmasta tietoa myönteisistä odotuksista ja mahdollisuuksista organisaatioissa (mm.…”

Section: Minkälaisia Käsityksiä Esimiehillä On Työntekijöiden Väliste...unclassified

Positiivinen näkökulma konfliktijohtamiseen – esimiesten onnistumiset ristiriitatilanteiden ratkaisussa

Salmi,

Perttula,

Syväjärvi

2024

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A positive view on conflict management – resolving conflict situations successfullyThis research aims to reveal managers’ conceptions about the successful ways of resolving conflict situations between employees. The research question is “What conceptions do managers associate with the successful ways of resolving conflict situations between employees? ” The research data was collected through a questionnaire posted to managers in the public health care sector. Out of 47 managers, 20 responded to the questionnaire. Eventually, 19 responses were included in the analysis, which we conducted using the phenomenographic approach. On the basis of the analysis, the following three description categories were formed: a manager’s own action; cooperation between a manager and both parties of a conflict; and a resolution by a third party. A manager’s interaction and attitude proved to be important factors in resolving conflicts. Using the accrued data, we formed four classes – diplomatic, assertive, empathic, and delegative

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“…From positive psychology the positive approach has been spread to other scientific fields, for instance to organizational studies and leadership research (see e.g. Cameron, 2008;Syväjärvi & Kesti, 2012). Thus positive psychology suggests aiming towards client's future and positive aspects of his experience, strengths, and resources.…”

Section: Theoretical Study: From Positive Psychology To Positive Socimentioning

confidence: 99%

Positive Social Work Approach: The Shift From “Work” Towards “Social”

Kreivinienė¹,

Rimkus²

2021

Tiltai

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Positive orientation has become widely recognized in many scientific fields during the last decade. Possible nature of positive orientation in social work could be derived from positive psychology. However this topic is just starting to be discussed and researched in Lithuania and other European countries. In this article the authors represent complementary social work approaches that are proved as effective in a contradiction to most applied and dominant in practice nowadays problem-oriented model of social work. Therefore, the aim of the article is to overview social work practices as a ground for starting modeling Positive Social Work (PSW). Literature analysis was employed to ground different approaches of social work and set the basis for possible Positive Social Work beginning.

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Positive Human Tacit Signal Approach and Competence System Intelligence in Organization

Cited by 7 publications

References 46 publications

Collective stupidity: influences on decision-making in knowledge-based companies

Collective stupidity: influences on decision-making in knowledge-based companies

Positiivinen näkökulma konfliktijohtamiseen – esimiesten onnistumiset ristiriitatilanteiden ratkaisussa

Positive Social Work Approach: The Shift From “Work” Towards “Social”

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