Proceedings of the 12th European Conference on Knowledge ...

Multi Perspective Framework to Improve <strong>the</strong> Knowledge
Flow
Choon-Bae Yoo, Igor Hawryszkiewycz and Kyeong-Soon Kang
University <strong>of</strong> Technology Sydney, Sydney, Australia
cyoo@it.uts.edu.au
igorh@it.uts.edu.au
kyeong@it.uts.edu.au
Abstract: This paper addresses issues <strong>of</strong> knowledge management processes and procedures including social
complexity in Australian government organizations. We investigated <strong>the</strong>se issues for building a multiple
perspective framework in designing a complex business structure. Particularly, we focused on a social
complexity, which possesses <strong>the</strong> role <strong>of</strong> <strong>the</strong> functional units and multiple stakeholders. To understand <strong>the</strong>
complex issues and significant changes in <strong>the</strong> past years, social complexity holds a specific fragmenting strength
which can lead to difficulty in effective communication (Conklin, 2005). Hence, social complexity needs tools that
are standardized to complex organizations. This notion <strong>of</strong> social complexity correlates to a project group involved
within a social network. The growing complexity <strong>of</strong> Information Systems results in a situation where system
design is not easily catered to identify new characteristics <strong>of</strong> system and managing <strong>the</strong> dimensions <strong>of</strong>
organizational performance by existing methodologies. The purpose <strong>of</strong> this study is to build a framework <strong>of</strong>
defining systems for <strong>the</strong> knowledge flow to ensure local intelligent time <strong>of</strong> <strong>the</strong> decision making process is effective
and helps to manage information system evolution. This paper suggests that to cater for <strong>the</strong>se characteristics
and characterize <strong>the</strong> communication paths, new open methods that look at o<strong>the</strong>r perspectives in <strong>the</strong> additional
process flow are required. These additional perspectives include social structure, business architecture, and
knowledge hub to identify <strong>the</strong> communities <strong>of</strong> practice and development <strong>of</strong> a model to support complex
organizations. In summary, this paper outlines a design method that uses a multi perspective framework as a tool
for modeling and will help to tackle <strong>the</strong> complex problem.
Keywords: Complexity, Multi-perspective, Social complexity, System evolution
1. Introduction
Information systems are becoming more complex as <strong>the</strong>y are increasingly needed to support what are
known as ‘wicked’ (Rittel and Webber 1973) problems. Rittel and Weber (1973) defined
characteristics <strong>of</strong> wicked problems as highly resistant to resolution; no definitive and no immediate
solution; every wicked problem can be considered to be a symptom <strong>of</strong> ano<strong>the</strong>r problem. Importantly, it
creates <strong>the</strong> social complexity which makes communication and interaction difficult among multiple
stakeholders. Most current modeling methods are suitable for structured systems, however needs to
explicitly address <strong>the</strong> new emerging structures to improve <strong>the</strong> collaborative process. It requires strong
knowledge shared networks and understanding <strong>of</strong> self-organization to work constructively in search <strong>of</strong>
innovative solutions to complex issues. The self-organization performs efficiently and its process
raises <strong>the</strong> idea <strong>of</strong> <strong>the</strong> importance <strong>of</strong> newly emerging structures that evolve multiple levels <strong>of</strong>
complexity (Merali 2006) in organization. In order to analyze and structure <strong>the</strong> problem <strong>of</strong> complexity,
this study raises research problem: What are <strong>the</strong> modeling methods needed for people to understand
wicked problems and how does this model cater for complex characteristics. To illustrate <strong>the</strong>se, this
paper approaches <strong>the</strong> issue from both empirical and <strong>the</strong>oretical viewpoints.
Organizational complexity is <strong>of</strong>ten defined as <strong>the</strong> measure <strong>of</strong> diversity in internal and environmental
factors (Mason 2007). Complexity as a <strong>the</strong>ory has been studied over many years. It is only lately that
complexity science has been used to interpret behavior on o<strong>the</strong>r fields, including organizational
studies (Maguire 2006). Organizations operate in a way that <strong>the</strong>y are more diverse and dispersed.
However, <strong>the</strong>re could be <strong>the</strong> appearance <strong>of</strong> ano<strong>the</strong>r view <strong>of</strong> complexity which possesses <strong>the</strong> essential
inferences needed for organizational architecture. Dynamics <strong>of</strong> complex <strong>the</strong>ory has progressed into
<strong>the</strong> highest point <strong>of</strong> study but has not systematically been applied <strong>the</strong> social networking communities.
The study <strong>of</strong> organizational complexity stands on <strong>the</strong>se disciplines that examine <strong>the</strong> change
requirements and understanding <strong>the</strong> terms <strong>of</strong> what complexity is, and what kinds <strong>of</strong> processes lead to
it (Heylighen 1999; Keirsey 1999)? Some <strong>of</strong> traditional research states that <strong>the</strong> complexity <strong>the</strong>ory only
tries finding <strong>the</strong> patterns by computational system. In contrast, <strong>the</strong> growing complexity is a result <strong>of</strong>
system evolution (Heylighen 1989).
The paper begins by examining previous research on <strong>the</strong> complexity <strong>the</strong>ory and self-organization
followed by using a multiple perspective framework to address <strong>the</strong> ways organizational structure
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