The Company Democracy Model: Creating Innovative Democratic Work Cultures for Effective Organizational Knowledge-Based Management and Leadership

Cover
Half Title
Series Page
Title Page
Copyright Page
Dedication
Table of Contents
List of Figures
List of Tables
Preface
Acknowledgments
Authors
Book Structure
Section 1 Applied Philosophy
	Chapter 1 Science and Theory Precede Practice: A Scientific Framework for the Applied Philosophy Approach in Management and Leadership
		Executive Summary
		1.1 Introduction
		1.2 Creation of the Scientific Framework
			1.2.1 Scientific Background (‘Episteme’)
			1.2.2 Theoretical Background (‘Sophia’)
			1.2.3 Technological Background (‘Techne’)
			1.2.4 Practical Background (‘Phronesis’)
		1.3 Background Philosophy
		1.4 The Delphic Maxims and the Circles of Mind
		1.5 Applied Systems Science
		1.6 The Compiled Methods with Applied Philosophy
		1.7 Summary
		Questions for Review and Discussions
		References
	Chapter 2 Delphic Maxims’ Ontology-Based Taxonomies for Applied Philosophy: An Interpretation of the Ancient Hellenic Philosophy in Business and Governance Management and Leadership
		Executive Summary
		2.1 Introduction
		2.2 Analyzing the Delphic Maxims
		2.3 Ontologies, Taxonomies, and Classes
		2.4 Ontologies, Taxonomies, and Classes of the Delphic Maxims
			2.4.1 Ontologies
			2.4.2 Taxonomies
			2.4.3 Classes
			2.4.4 A Triadic Classification of Knowledge
			2.4.5 Business Management and Leadership Relationships
		2.5 Beyond the Delphic Maxims
		2.6 Summary
		Questions for Review and Discussions
		References
	Chapter 3 Visualization of the Wisdom Cube: Wisdom Space for Management and Leadership
		Executive Summary
		3.1 From Pythagoras to Socrates, Plato, and Aristotle
		3.2 The Dimensions of Wisdom
			3.2.1 Episteme – The Scientific Dimension of Wisdom
			3.2.2 Sophia – The Theoretical Dimension of Wisdom
			3.2.3 Techne – The Technical Dimension of Wisdom
			3.2.4 Phronesis – The Practical Dimension of Wisdom
		3.3 The Planes of Wisdom
			3.3.1 The Plane of Scientific and Theoretical Wisdom
			3.3.2 The Plane of Theoretical and Technical Wisdom
			3.3.3 The Plane of Scientific and Technical Wisdom
		3.4 The Space of Wisdom
		3.5 Summary
		Questions for Review and Discussions
		References
	Chapter 4 The Company Democracy Culture: Understanding Culture and Dynamics
		Executive Summary
		4.1 Introduction
		4.2 The Company Democracy Culture System and Sub-Systems
			4.2.1 Information and Communication Sub-system
				i. Information Sharing Ontology
				ii. Conversation and Listening Ontology
			4.2.2 Command and Control Sub-system
				i. Leadership Ontology
				ii. Trust Ontology
				iii. Motivation Ontology
				iv. Management Ontology
				v. Objectives Ontology
				vi. Evaluation Ontology
			4.2.3 Operation and Production Sub-system
				i. Participation and Collaboration Ontology
				ii. Commitment Ontology
				iii. Diversity Ontology
				iv. Equality Ontology
				v. Justice Ontology
				vi. Respect Ontology
				vii. Openness Ontology
			4.2.4 Maintenance and Support Sub-system
				i. Organizational Structure Ontology
				ii. Empowerment Ontology
				iii. Team Spirit Ontology
				iv. Innovation Ontology
				v. Reward Ontology
		4.3 Democratic Company Culture Ontology Structure, Space, and Dynamics
			4.3.1 Structure of the Company Democracy Culture Ontology
			4.3.2 The Space and Dynamics of the Company Democracy Culture Ontology
		4.4 Summary
		Questions for Review and Discussions
		References
	Chapter 5 Dimensions in Company Performance: The Power of Co-Evolution
		Executive Summary
		5.1 The Human Intellectual Capital Paradox
		5.2 Co-Evolution in Human Performance
		5.3 Co-evolution in Business Performance
		5.4 Co-evolution in Collective Performance
		5.5 The Power of Co-Evolution
		5.6 Summary
		Questions for Review and Discussions
		References
	Chapter 6 Managing and Leading Democratically: Achieving Democratic Balance
		Executive Summary
		6.1 The Management Windshield
		6.2 The Time Ontology
		6.3 The Leadership Ontology
			6.3.1 Purpose of Leadership
				i. Organizational Success
				ii. Crafting the Future
				iii. Followers
				iv. Individual Success
			6.3.2 Leadership Focus
			6.3.3 Leadership Styles
			6.3.4 Leadership Activities
				i. Leading
				ii. Visioning
				iii. Guiding
				iv. Empowering and Inspiring People
				v. Problem-Solving
		6.4 The Management Ontology
			6.4.1 Purpose of Management
			6.4.2 Management Focus
				i. Focus on Getting Results
				ii. Focus on Values and Value Building
				iii. Focus on Developing Human Resources
			6.4.3 Management Work Styles
			6.4.4 Management Activities
				i. Establishing Objectives
				ii. Organizing
				iii. Motivating
				iv. Developing
				v. Communicating
				vi. Controlling and Measuring
				vii. Problem-Solving and Decision-Making
		6.5 Management Windshield: The Combined Ontology
		6.6 Summary
		Questions for Review and Discussions
		References
Section 2 Human Focus in Living Systems
	Chapter 7 The Holistic Concept of Man in the Business Environment: The Concepts We Live By
		Executive Summary
		7.1 Introduction
		7.2 Know Yourself – Opening the Human Mind
		7.3 The Holistic Concept of Man Metaphor
		7.4 Basic Steps to the Company Democracy Culture
		7.5 Summary
		Questions for Review and Discussions
		References
	Chapter 8 The Circles of Mind Metaphor: Actors on the Stage of Consciousness
		Executive Summary
		8.1 Introduction
		8.2 The Workspace of the Mind
		8.3 The Structure of the Circles of Mind Metaphor
		8.4 The Usage of the Circles of Mind Metaphor
			8.4.1 Returning to Your Roots
			8.4.2 Knowing Other People Better
			8.4.3 Challenge Yourself, and Develop Your Skills
			8.4.4 Thinking and Acting
			8.4.5 Connecting to an Organization
			8.4.6 Networking Performance
		8.5 Improving Your Mastery
		8.6 Emphasis on Working People for Organizational and Societal Shared Added Value
		8.7 Summary
		Questions for Review and Discussion
		References
	Chapter 9 Harnessing Modern Knowledge Systems: Applying Knowledge Frameworks
		Executive Summary
		9.1 Introduction
		9.2 Philosophic Model of the User
		9.3 The Hyper-knowledge Framework
		9.4 A Modern Human Knowledge System
		9.5 Emerging Paradigm and Its Functionality
		9.6 New Technology with the Fusion Paradigm
		9.7 Individual, Collective and Machine Wisdom Generation
		9.8 Summary
		Questions for Review and Discussions
		References
	Chapter 10 The Cross-Scientific Approach for Human-Compatible Systems: Acting with Modern Decision Tools
		Executive Summary
		10.1 Introduction
		10.2 Democratic Corporate Cultures
		10.3 Current Situations in Managing and Leading
		10.4 Cross-scientific Approach
			Scientific Framework
			Theoretical Framework
			Methodological Framework
			Technological Framework
		10.5 Co-Evolute Approach
		10.6 Application Context and Environment
		10.7 Summary
		Questions for Review and Discussions
		References
	Chapter 11 Agility Application, Ontology, and Concepts in a Technology Company Context: Agility Boosts Collective Wisdom
		Executive Summary
		11.1 Introduction
		11.2 The Nature of Agility
		11.3 Defining Agility Ontology
		11.4 Creating Agility Ontologies
		11.5 Agility Application Catenary
		11.6 Agility Case Study in Finland
		11.7 Agility Case Study Results
		11.8 Summary
		Questions for Review and Discussions
		References
Section 3 The Company Democracy Model
	Chapter 12 The Company Democracy Model for Organizational Management and Leadership Strategies: Democratic Innovation for Competitiveness and Extroversion
		Executive Summary
		12.1 Introduction
		12.2 The Capability and Maturity to Change
		12.3 Research Foundations
		12.4 Basic Principles of the Spiral Method
		12.5 Responsive Environment for Democratic Development in Organizations
		12.6 The Spiral Method for Knowledge Creation of Democratic Behavior
		12.7 Methods for Qualitative Analysis of Organizational Democracy
		12.8 Summary
		Questions for Review and Discussions
		References
	Chapter 13 The Levels of the Company Democracy Model: A Spiral Co-evolution
		Executive Summary
		13.1 Introduction
		13.2 The Six Levels of the Company Democracy Model
			13.2.1 CDM Level 1: Democratic Culture and Knowledge-Based Strategy
			13.2.2 CDM Level 2: Democratic Culture-Based Business Models, Structures, and Knowledge Engines
			13.2.3 CDM Level 3: Democratic Culture Knowledge-Based Process and Project Management and Engineering
			13.2.4 CDM Level 4: Democratic Culture Innovation Development and Management
			13.2.5 CDM Level 5: Democratic Culture Innovation-Based Competitive Operations
			13.2.6 CDM Level 6: Democratic Culture Optimization and International Alliances
		13.3 Reading the Company Democracy Levels
		13.4 Level Categories
			13.4.1 Knowledge Identification: Levels 1 and 2
			13.4.2 Knowledge Implementation: Levels 3 and 4
			13.4.3 Knowledge Optimization: Levels 5 and 6
		13.5 Company Democracy Model Strategies
			13.5.1 Sustainable Strategy
			13.5.2 Extroversion Strategy
		13.6 Company Democracy Inflection Points
		13.7 Effort-Based Effectiveness
		13.8 The Effort–Benefit Relationship of the Model
		13.9 Company Democracy Model Indices
		13.10 Summary
		Questions for Review and Discussions
		References
	Chapter 14 Human Perception, Interpretation, Understanding, and Communication of Company Democracy: Building Co-opetitive Ecosystems
		Executive Summary
		14.1 Introduction
		14.2 Analyzing the Phenomenon of Company Democracy
		14.3 Pre-conditions, Operations, and Post-conditions for Innovation
		14.4 Staged Pre-conditions, Operations, and Post-conditions of the Company Democracy Model
		14.5 Success Stage (Pre-conditions): Human and Ethical Infrastructure
		14.6 Rewards Stage (Execution): Co-Opetition and Co-Evolution Process
		14.7 Share Stage (Post-conditions): Shared Added-Value Networks
		14.8 Summary
		Questions for Review and Discussions
		References
	Chapter 15 The Company Democracy Model for Human Intellectual Capitalism and Shared Value Creation: Toward Added Value and Circular Economies
		Executive Summary
		15.1 Introduction
		15.2 The Value of Sharing
		15.3 The Circular Economy
			15.3.1 Democratic Culture Driven
			15.3.2 Human Intellectual Capital Driven
			15.3.3 Added Value Driven
		15.4 The Shared Value of Democracy
		15.5 From Company Democracy to Human Capitalism
		15.6 From Human Capitalism to Added Value
		15.7 From Added Value to Shared Value
		15.8 Summary
		Questions for Review and Discussions
		References
	Chapter 16 Maturity Spaces for Company Democracy: The Seven Clouds of Glory
		Democratic Space
		16.1 Introduction
		16.2 The Neo-manager Buzzword Phenomenon
		16.3 Innovation Paradox
		16.4 Understanding Innovation
		16.5 The Power of Knowledge
		16.6 People’s Knowledge
		16.7 Emphasis on People
		16.8 The Dynamic Company Democracy Space
		16.9 The Company Democracy Space Levels
		16.10 Space for Human Capital and Shared Value Innovation
		16.11 Summary
		Questions for Review and Discussions
		References
	Chapter 17 The Dynamics of Company Democracy Culture: Enlightening the Black Hole in Knowledge Management
		Executive Summary
		17.1 Introduction
		17.2 Knowledge and Knowledge Management
		17.3 Knowledge Definitions
		17.4 Managing Knowledge
		17.5 Modeling Knowledge
		17.6 The Black Hole
		17.7 True Knowledge
		17.8 Knowledge and Knowledge Management Driven Company Cultures
		17.9 Knowledge Creation and Wisdom Generation
		17.10 The Company Democracy Model on Knowledge Engineering and Management
		17.11 Summary
		Questions for Review and Discussions
		References
	Chapter 18 Applying the Company Democracy Model: From Theory to Practice
		Executive Summary
		18.1 Overview of the Company Democracy Model
		18.2 The Company Democracy Model Spiral
		18.3 Level Implementation Approach
		18.4 Model Implementation Approaches
			18.4.1 Organizational Link Approach (for SMEs)
			18.4.2 Bottom-Up Approach (for Large-Scale Organizations)
		18.5 Alternative Implementation Processes
			18.5.1 Plan-Driven Implementation Process
			18.5.2 Assessment-Driven Process
			18.5.3 Training-Driven Implementation Process
		18.6 Supporting Software Applications
			18.6.1 Software Application Accord
			18.6.2 Software Application Pursoid
			18.6.3 Software Application FOLIUM
		18.7 Benefits of the Company Democracy Model for Innovation Management and Leadership
			18.7.1 Individual Benefits
			18.7.2 Organizational Benefits
			18.7.3 Economic Impact
		18.8 Summary
		References
	Chapter 19 Repetition Is the Mother of Studying, Learning, and Internalization: Concluding Remarks for the Company Democracy Model and Applied Philosophy for Management and Leadership
		19.1 Introduction
		Section 1. Applied Philosophy in Management and Leadership
		Section 2. Human Focus in Living Systems
		Section 3. The Company Democracy Model
		Reference
Conclusion
Glossary
Index