Based, in large part, on seminal studies undertaken by Karl Weick, its core principles revolve around his belief that organizations are process-driven, rather than structurally driven. Given this acknowledgement to the role flow and evolution play in driving most work endeavors, OIT places strong emphasis on reducing levels of messaging equivocality, or uncertainty which normally organizational behavior theory and design in healthcare pdf in dynamic, information-rich, environments. With a framework that is interdisciplinary in nature, organizational information theory’s desire to eliminate both ambiguity and complexity from workplace messaging builds upon earlier findings from general systems theory and phenomenology. In order to place Weick’s vision regarding Organizational Information Theory into proper working context, exploring his view regarding what constitutes the organization and how its individuals embody that construct might yield significant insights.
From a fundamental standpoint, he shared a belief that organizational validation is derived—not through bricks and mortar, or locale—but from a series of events which enable entities to “collect, manage and use the information they receive. In elaborating further on what constitutes an organization during early writings outlining OIT, Weick said, “The word organization is a noun and it is also a myth. What will be found is that there are events linked together, that transpire within concrete walls and these sequences, their pathways, their timing, are the forms we erroneously make into substances when we talk about an organization”.
When viewed in this modular fashion, the organization meets Weick’s theoretical vision by encompassing parameters that are less bound by concrete, wood, and structural restraints and more by an ability to serve as a repository where information can be consistently and effectively channeled. Taking these defining characteristics into account, proper channel execution relies on maximization of messaging clarity, context, delivery and evolution through any system. One example as to how these interactions might unfold on a more granular level within these confines can be gleaned through Weick’s double interact loop, which he considers the “building blocks of every organization”.
Simply put, double interacts describe interpersonal exchanges that, inherently, occur across the organizational chain of command and in life, itself. Can I have a Popsicle?
Well, how about half a Popsicle? Weick envisions the organization as a system taking in equivocal information from its environment, trying to make sense of that information, and using what was learned for the future. As such, organizations evolve as they make sense out of themselves and the environment”. These communication cycles are the reason Weick focuses more on relationships within an organization than he does on an individual’s talent or performance.