Connectedness Problem Solving and Negotiation

Difficult polarizing problems/conflicts are pervasive in the United States and the world. Welcome to spiritual rationality/connectedness problem solving and negotiation involving spirituality and rationality, and emphasizing connectedness in problem solving. In particular, we develop CPSN-ESD—Connectedness Problem Solving and Negotiation (CPSN) through Evolutionary Systems Design (ESD)—discussing spiritual rationality/connectedness and highlighting connectedness with One and with each other as values, among others, in problem solving. In CPSN-ESD, CPSN is effected through ESD, a game-theory based, general formal systems- spirituality modeling/design framework for individual and multiagent (group) problem solving and negotiation implemented by computer technology. Problem solving is represented by an evolving problem system of purposes and their relations from the lowest-level action to the highest purpose, ultimate common ground—spirituality, connectedness with One (or a surrogate, as discussed). For an agent, an evolved problem system satisfying spiritual rationality identifies right action (a solution) producing spirituality, connectedness with One (or a surrogate). A negotiation agreement requires multiagent agreement on the action to be taken. Agents may be natural or artificial. The paper focuses mostly on human agents with ideas being applicable to other natural and artificial (computer) agents with lesser (or greater) capabilities than humans according to their built-in capabilities. Present-to-future CSPN-ESD work includes furthering support of human agents; designing spiritual agents; designing multiagent systems for connectedness capitalism; developing connectedness democracy; further research and applications on intercultural and international negotiation; work on the world connected.     

Evolving and Taking CATNAPS to Negotiation/Problem Stories

In this GDN 2010 meeting commentary, the author presents an overview of CATNAPS (Connectedness And Technology for Negotiation And Problem Solving)—as a technology framework for evolving “right” problems/solutions in individual and group negotiation and problem solving. Although the focus in this commentary is mostly on humans, negotiators (agents) may be humans or computers. We consider taking CATNAPS to negotiation/problem stories meaning applying CATNAPS to various specific problems, negotiation/problem stories.     

Connectedness Capitalism

As an approach to attenuating economic crises and enhancing sustainability in capitalism, the authors in this GDN 2009 keynote commentary present connectedness capitalism. In doing so, they consider social connectedness, purpose connectedness, common ground, right action and other key ideas of connectedness problem solving and negotiation, and apply these to problems in current capitalism.     

Consciousness, Spirituality and Right Decision/Negotiation in Purposeful Complex Adaptive Systems

Both cybernetic and self-organizing, purposeful complex adaptive systems (PCAS) express purpose by solving problems defined by choosing and delivering values to participants as operational goals through decision making. Individuals, groups, organizations, and economies are PCAS. Here we focus on indviduals and groups. Evolutionary Systems Design (ESD) is a universal (culture independent) general problem solving, formal modeling/design framework for PCAS that can be computer implemented in same time/same place or telework modes. Formally, in ESD sets of elements and their relations modeling a PCAS evolve through cybernetics/self organization. Spirituality and the concept of right decision/negotiation in PCAS are discussed in relation to consciousness. Rightness comes from spirituality, i.e., consciousness experiencing oneness. Oneness is integrally bound with love; hence the term oneness/love. Through right decision/negotiation PCAS try to realize their ultimate purpose to live Two (the relative, the process of all there is) as One (the absolute, all there is). Oneness/love, connectedness to One, promotes problem solving and negotiation - expressed formally in the ESD problem representation - that is at the same time right. Simply put, right problem solving requires oneness/love and delivers oneness/love. Computer and receiver modes of consciousness are discussed in relation to oneness/love and its absence experienced as separateness/fear. Ways to transit from the latter to the former are considered. P.L. Yu's Habitual Domain (HD) framework is introduced and discussed in relation to ESD. Evolutionary heuristics for evolution of an ESD right problem representation through cybernetics/self-organization are presented based on combined HD and ESD concepts. Then operational procedures for defining and validating a right problem for an individual or group and associated right decision/negotiation outcome are considered. Thus, the work contributes to procedural rationality - how decisions should be or are made - in purposeful complex adaptive systems. The paper suggests that for humans to live fully (awake) is to live in our love-based spirituality, in the moment, consciousness experiencing oneness/love at the edge of chaos, challenged in our purpose to live Two as One by spiritual or right decision/negotiation through cybernetics/self-organization, i.e., problem solving under oneness. Artificial agents in PCAS may participate in right decision/negotiation. They may in principle have consciousness but the nature of the subjective experience is unclear.     

Environmental and Spiritual Leadership: Tracing the Synergies from an Organizational Perspective

This article presents some synergies that appear to exist in the conceptualization of environmental and spiritual leadership. After some discussion of the contexts in which environmental and spiritual leadership have arisen, the author identifies some commonalities in the underpinning values and associated discourse adopted in the literature to describe these two concepts. Common values include notions of the common and social good, stewardship, sustainability, servanthood, calling, meaning, and connectedness. The article also draws attention to the way that historical and cultural factors have contributed to some overlapping in the conceptual development of spirit and environment. Finally, avenues for demonstrating and embedding both spiritual and environmental leadership into organizations are explored.     

Analyzing the Robustness of Decision Strategies in Multiagent Decision Making

We consider a multiagent decision making problem where an agent, being able to estimate the preferences of other agents, defines its own in such a way that, after an aggregation process, its most desired alternative receives the highest group support. In previous work, this informed agent defined its preferences as the solution of a non-linear optimization problem. In this competitive scenario, and focusing on this agent, we analyze the amount of imprecision in the estimates that can be tolerated while still making its most preferred alternative the most supported one. We empirically show that, even when considering just the “harmful” errors in the estimates, the informed agent is able to force the group decision towards its interest.     

Knowledge,Skills, and Abilities for the Market Economy: An Investigation of Student Perceptions Before and After China's WTO Entry

This exploratory study conducted in the People's Republic of China sought to determine the managerial knowledge, skills, and abilities (KSAs) that are perceived as important for the Chinese market economy. Questionnaire responses were collected from 145 business students in 2001 (before China's WTO entry) and 141 business students in 2006 (after China's WTO entry). The identified set of eight managerial knowledge, skills, and abilities included: business area knowledge and skills, communication skills, creativity/adaptability, ethics, leadership, problem solving, teamwork, and work habits. For each time period examined, the mean score for “importance” of each KSA was significantly higher than the mean score for “presence.” The differences between the importance mean and the presence mean for each KSA was denoted as a “gap.” This study revealed that five of the eight KSAs had a significantly smaller gap in 2006 than in 2001. This suggests that the business education system in China is enabling the development of more effective managers for the Chinese market economy.     

Rethinking managership,leadership, followership,and partnership

Organizations underperform, or fail, when members avoid partnering with managers—whether through subtle resistance, disagreement, protest, or walkout—to achieve common purpose. Managers should boost partnering not by affecting a pretense of leadership but through a nuanced balance of managerial authority and understanding of members’ points of view. The objective of this article is to sharpen attention on the concept of partnership with organization members and how it relates to some of the important previous literature. We also argue that some of the previous scholarly work contributes to misconceptions related to these concepts. Our work is forward-looking in that it is motivated by the dangerous societal and cultural differences evident in the world, differences that surround management’s decisions and that may induce an overuse of authority to quash disquiet. Using our experiences in both industry and academia, we argue that the crucial link between managers and members is leadership—not leadership thought of as directional and inspirational, but leadership as building a relationship toward common purpose through partnership. “Lead” and “leader” are sorely misused terms, and worse, substituting “leader” for “manager” is just plain wrong. We believe that managers become leaders only when followers agree to follow, not when the managers simply step forward energetically with direction. Managers are cheated by mistaken definitions. Reviewing past perspectives about what makes good leaders and managers, we rethink ways to enhance organizational harmony through a clearer understanding of managership, leadership, followership, and partnership. Only by thinking and acting as partners in common purpose can managers and members form the core of success in organizational endeavors.     

The Role of Leadership in Creating Virtuous and Compassionate Organizations: Narratives of Benevolent Leadership in an Anatolian Tiger

This study explores the role and potential of benevolent leadership in creating virtuous and compassionate organizations. A number of small and medium enterprises in Turkey, also called “The Anatolian Tigers”, have been experimenting with new ways of incorporating care and compassion at work. The study uses narrative inquiry to explore how benevolent leadership enhances collective performance and wellbeing in Anatolian Tigers. The paper reviews and integrates four streams of research associated with creating common good in organizations: Spirituality, morality, positivity, and community, and links each of these elements to creating virtuous and compassionate organizations through narrative inquiry. The paper proposes that benevolent leadership can contribute to the long-term health and sustainability of organizations through its four elements: spiritual depth, ethical sensitivity, positive engagement, and community responsiveness.     

Right Problem Solving: Doing the Right Thing Right

This paper discusses right problem solving to define/solve a right problem for doing the right thing right. In so doing, the paper operationally considers purposeful complex adaptive systems (PCAS), Evolutionary Systems Design (ESD), group/negotiation support systems, consciousness, connectedness, spirituality, rationality, problems, and right rationality in theory and practice. System agents may be natural (human) and/or artificial.     

Has Reality Television Come of Age as a Promotional Platform? Modeling the Endorsement Effectiveness of Celebreality and Reality Stars

Reality television programming (RTVP) was once simply an innovative entertainment phenomenon. But RTVP also has recently evolved into a mainstream promotional platform. Two new forms of celebrities arose during this progression: “reality” and “celebreality” stars. This study, which is grounded in connectedness theory, addresses an unresolved issue related to the use of celebrity endorsers, that is, how endorsers’ status as reality or celebreality stars influences viewers’ perceptions of, beliefs about, and purchase intentions toward products they endorse. These relationships were examined through SEM, as were the effects of viewers’ connectedness to RTVP stars and their perceptions regarding whether RTVPs are authentic. Four primary findings emerged. The observation that reality impacted viewer connectedness and that connectedness and authenticity impacted viewers’ purchase intentions (endorsement effectiveness) revealed various practical and theoretical contributions, as did the observation that endorsers’ celebreality or reality star status moderated each of these relationships.     

Unbounded Rationality

The paper discusses bounded and unbounded rationality in purposeful complex adaptive systems (PCAS) modeled by the Evolutionary Systems Design (ESD) framework. Due to Herbert Simon, bounded rationality is the rationality of cognition. Unbounded rationality is the generalized rationality of connectedness represented mathematically, of spirituality, and of right decision/negotiation. Operational procedures for defining/solving and validating a problem in group decision and negotiation under unbounded rationality are discussed. With human PCAS as a focus, the paper more generally considers rationality in multiagent systems with natural and/or artificial agents.     

Leadership marketing: an exploratory study

In an era when collaboration is the key to business prosperity, the ability to develop one truly coherent and agile brand lived by its employees and delivered to external stakeholders has become extremely challenging. Unity between the internal brand and a company’s external image, when change is the only constant, has almost ceased to exist. The marketing function is frequently underemphasised at board level and its role is often devalued in leading organisational change. This paper concerns how marketing can partner with organisational leadership for a mutually beneficial exchange of skills and capabilities to be able to reinvent organisations rapidly enough to cope with shifts in the external business environment and create a sustainable future for the business. This paper explores the concept of “leadership marketing” from an interpretivist perspective which challenges the conventional view of marketing and leadership as two separate fields and offers a holistic approach for business management and brand alignment.     

Spirituality and Strategic Leadership: The Influence of Spiritual Beliefs on Strategic Decision Making

This work extends the consideration of spirituality and leadership to the field of strategic leadership. Future development in the field of spirituality and leadership will depend on greater clarity concerning the level of analysis, and will require a distinction between personal and collective spirituality. Toward that end, a framework is proposed that describes how the personal spiritual beliefs of a top level leader operate in strategic decision making like a schema to filter and frame information. This function is mediated by the leader’s constructive development and meta-belief and moderated by the organizational context and leadership style. This framework provides a starting point for considering the many expressions of spirituality in organizations and serves as a foundation for a multi-level theory of spirituality and leadership.     

Consuming the Self: New Age Spirituality as “Social Product” in Consumer Society

In the late twentieth century there has been a proliferation, diversification and popularisation of New Age spiritual discourses and practices in Western industrialised nations. New Age spiritual thinkers such a Deepak Chopra, Ken Wilber, Gary Zukav and Shakti Gawain, have modified discourse and practices from Eastern and Western traditional religious beliefs, Western science and psychotherapy, to develop their own discourse and practices designed to assist individuals “transform” themselves. This article discusses the “commodified production of self‐actualisation” in consumer society and discusses how the discourses and practices in selected texts from four New Age spiritual thinkers take the form of an ever‐changing “social product”. The analysis shows how the discourse and practices of New Age spiritual thinkers align themselves with consumptive behaviour by secularising, homogenising and over‐simplifying scientific, social scientific and traditional religious discourse and practices into “social products” for consumption. The analysis also reveals that New Age spiritual thinkers are engaged in a process that could be described as the “consumption of the self”. The implications of the “consumption of the self” will be discussed in terms of the way consumer society requires New Age “technologies of the self” to be continually redefined, restructured and repackaged in new and different forms.     

Europäischer Zinslastenausgleich — eine sinnvolle Alternative zu EZB-Anleihekäufen

The eurozone’s public debt crisis is not over yet - as displayed in the still substantial yield spreads between “northern” and “southern” euro government bonds. Whereas the ECB tried to tackle this problem by announcing (in Sept. 2012) its willingness to conduct unlimited “outright monetary transactions” to the benefit of the southern countries, the German “Institut für Weltwirtschaft (IfW)” offered a less risky option in its “Kiel policy brief” (Jan. 2013): it suggested narrowing this yield spread by establishing a “yield spread compensation fund”, which would balance out interest payments among euro countries. Though this may sound like the first concrete eurozone bailout mechanism, the idea really is a risk-free debt alleviation tool, matching windfall gains with windfall profits without too much of a bailout.     

Consumer Decision Making Regarding a “Green” Everyday Product

One of the techniques marketers use to convert low‐involvement products into high‐involvement ones is adding an important product feature. A case in point is the common practice of adding a “green” or environmentally friendly product feature to an everyday product, something which is often assumed to elevate consumer involvement in the choice of the product. However, there is a lack of research investigating whether adding such a “green” product attribute actually makes any difference to how consumers make choices. Does the way in which consumers make decisions about groceries change when both “green” and conventional alternatives are available? Does it make them deliberate more or do they just develop another, simple choice heuristic? Based on observation and follow‐up interviews of consumers at the milk counter in two supermarkets which stock both organic (a “green” attribute) and conventional milk, it is concluded that, rather than changing the way consumers make decisions when buying this type of product, the availability of a “green” alternative seems to make “green” consumers develop a new, simple choice heuristic that allows them to do their shopping as effortless and time‐efficient as consumers buying conventional products.     

Decision Analytics with Heatmap Visualization for Multi-step Ensemble Data

Today’s forecasting techniques, which are integrated into several information systems, often use ensembles that represent different scenarios. Aggregating these forecasts is a challenging task: when using the mean or median (common practice), important information is lost, especially if the underlying distribution at every step is multimodal. To avoid this, the authors present a heatmap visualization approach. It is easy to visually distinguish regions of high activity (high probability of realization) from regions of low activity. This form of visualization allows to identify splitting paths in the forecast ensemble and adds a “third alternative” to the decision space. Most forecast systems only offer “up” or “down”: the presented heatmap visualization additionally introduces “don’t know”. Looking at the heatmap, regions can be identified in which the underlying forecast model cannot predict the outcome. The authors present a software prototype with interactive visualization to support decision makers and discuss the information gained by its use. The prototype has already been presented to and discussed with researchers and practitioners.     

Responsible Leadership in a Stakeholder Society – A Relational Perspective

We understand responsible leadership as a social-relational and ethical phenomenon, which occurs in social processes of interaction. While the prevailing leadership literature has for the most part focussed on the relationship between leaders and followers in the organization and defined followers as subordinates, we show in this article that leadership takes place in interaction with a multitude of followers as stakeholders inside and outside the corporation. Using an ethical lens, we discuss leadership responsibilities in a stakeholder society, thereby following Bass and Steidelmeier’s suggestion to discuss “leadership in the context of contemporary stakeholder theory” (1999: 200). Moreover, from a relational and stakeholder perspective we approach the questions: What is responsible leadership? What makes a responsible leader? What qualities are needed? Finally, we propose a so-called “roles model” of responsible leadership, which gives a gestalt to a responsible leader and describes the different roles he or she takes in leading stakeholders and business in society.