In Week 8, we will examine the system's boundaries and boundaries as we consider the philosophical debate on what boundaries are: are they real or are they a social construct? What boundaries exist in an organizational setting? How do boundaries constrain learning and innovation? What are the implications and importance of studying boundaries for leaders and researchers?
Richardson and Lissack (2001) provide an eloquent answer:
The fact is that all of our human knowledge and understanding is built on a foundation of assumptions that implicitly regard natural boundaries as such, that is, these underlying assumptions carve up the whole into (sometimes arbitrary) parts that are assumed to have ontological status. If the boundaries implicit in particular knowledge are real, then a very strong case for the ongoing validity of that knowledge can be made. So an exploration into the status of natural boundaries is an exploration into the status of our knowledge.
In a practice article, Soken and Barnes (2014) argue that to create and sustain innovation and change, leaders must "bust through boundaries" (p. 13). They provide examples of leaders who did so successfully to become disruptive innovators.
Instructions:
Which principle of boundary theory causes the greatest challenge to the traditional way managers lead organizations, and why is it so disruptive?
How do leaders of complex adaptive organizations bust boundaries to create innovation? Please provide a case example other than Nayar.
Provide a rationale for your responses.
Support your discussion with references to and citations from your readings. Be sure you adhere to APA guidelines for citations and references.
Your post should be 250–500 words.
Please search any library for the following references below:
References
Richardson, K., & Lissack, M. (2001). On the status of boundaries, both natural and organizational: A complex systems perspective. Emergence, 3(4), 32–49.
Soken, N. H., & Barnes, B. K. (2014). What kills innovation? Your role as a leader in supporting an innovative culture. Industrial and Commercial Training, 46(1), 7–15.