Abstract

The usual concept of organization relies on a coherent system of links, commitments and behaviors, in order to transform a set of individual steps into some kind of collective action, with the least «noise» or conflict. This approach is not suitable to understand the real dynamic of organizational learning that occurs in a state of high complexity, a situation that is very frequent nowadays. In such conditions, an adaptive organization has to continuously change its identity, accepting a certain degree of «normal» incoherence. This is the easiest way to enable subjective intelligence and networked links to face environmental complexity, that can be better accepted and understood if the system remain roughly and unfinished.