Week 1-2:

Reflection 1: Weeks 1 & 2 - Introduction to OI

In the first phase of our journey in the field of Organizational Informatics (OI), we visited the beautiful
world of human organization through history which is woven fine by time. We focused on leading works
by Pascoe, Castells, and Ostrom, who described the two enormous eras – the earliest aboriginal era and
postmillennial world of networks.

Through this book, Pascoe has given us an alternative perspective to see aboriginal knowledge and
technologies that not only destroyed the colonial narrative but also gave us an opportunity to recreate
our past. Castell's network society theory was on the transformative capability of information in the
direction of the shaping of modern social structures while Ostrom's works on common governance were
on the complexities of dealing with collective action and resource management.

One brings alternation is noted as an ever-changing form of human life voting for new technologies and
culture contacts. While the Silk Road was in the next paragraph et decided the trade routes of the
ancient times, the Renaissance Scientific revolution changed the entire society forever.

The Silk Road by itself is a symbol of the intellectual capacity of the ancient societies in creating forms of
trade and cultural communication systems. Stretching from China to the Mediterranean sea, this ancient
trade route paved the way for the transport of goods, ideals and technologies by which a valuable
cultural web was born. The merchant emergence next to the Silk Road anticipated a new age of
globalization which initiated the interdependent world we live in at the present.

Consequently, the Renaissance was equally one of intellectual and cultural upheavals with humanism,
art, and science as its constituents. Great minds like Galileo Galilei were not afraid to counter dominant
beliefs, but were brave enough to launch new ideas in search of knowledge. Discovery of a simple tool
called telescope that triggered a revolution that transformed our perception of the cosmos and
promoted more profound sense of humanity in our universe.

In the 21st century, The time of Digital interconnection and disruption is ushered in by Digital revolution.
Given that Industry 4.0 is about the internet of things and cyber-physical systems, it will likely reshape
the entire universe of organizational practice. With these multiple transformations occurring at the
same time it will be crucial to ask critical questions that will reveal the underlying assumptions and
power structures defining our digital future.

Week Two imparted a new layer into our quest as we looked into metaphors, myths, and meaning in
organizational contexts. The metaphor of institution as either machines or organisms, lets us to
investigate the implicit ideologies and system of power hidden beneath these metaphoric frameworks.
By attending and participating in class activities as well as going through academic readings, we
acquainted ourselves with the symbolic manifestations of organizational life from the corporate logos to
the physical design of organizational buildings.
Throughout the OI journey we keep the insights which have been transient into the guiding stars
illuminating the range of our individual and joint journeys. The dance between past, present, and future
is reflected in all organizational information systems as we are called upon to nurture critical
consciousness and accept the evidence of change.

Through the exploration of OI, we not only extended our intellectual achievements but also cultivated
adequate understanding of how the modern society and technology interact with each other. With the
progress in research of informatics, we are reminded of the serious thought it requires to make a proper
usage of the informatics in governance.

Reflection 2:

There is a need to develop organizational design and structural dynamics providing the leaders like
Giddens, Hofstede, and Mintzbergas the guide. We dived into structuration theory that Giddens was
evidently referring to the bidirectional relationship between individual action and social structures. The
session of practicing offered us an opportunity to observe the cases, such as Canberra's development
and the capital movement of Indonesia, comparing the plan of an urban place with organizational
design. Hofstede was the first to conceptualize the organizational identity aspect of cultural dimensions
introducing symbols and values as the key anchors while Mintzberg came up with typology that later on
helped define underlying organizational structures. Through several critical analysis and discussions, we
touched on how companies deal with changes and build ward considering their surroundings. To
conclude, we absorbed high level conceptual arguments and put up hands-on techniques in week 3 to
apprehend how and why the organization is doing good.

The fourth week focused on the hidden connection between organizational design and a structure,
making me wonder how they interact with each other and are affected mutually. Here's my reflection on
the key points covered:Here's my reflection on the key points covered:

Organisational Design and Infrastructure: The session commenced with an analytical yet concise
conversation on the role of the organisational structure and the physical environment in the business
functioning. It had been ascertained that infrastructure, physical or digital, played the role of the
backbone of an organisation. Therefore, it was present as the main element that sustains organisation
functions.

Exploring Macro Infrastructure: Through the exercises we were made to think about the
harmoniousness provided by the combination of organic in a human-made design of the urban
environment. By doing this, I have established the fact that if one desires to create such systems that
can serve human needs, they must be in line with conservation of the environment.

Observation of Infrastructure: Through the activities, both on-campus and virtual, we had firsthand
opportunities to learnabout how infrastructure systemswork. Thoroughly capturing infrastructural
details and analyzing respective systems, gave us a picture of function of buildings and its invisible but
critical part in projects.
The Challenge of Human-Built Infrastructure: The panel meeting dealt with the problems arising from
the surrounding by humans-made infrastructure; and how likely emerging technologies may worsen or
mitigate these problems. Academic Practice - Applying a Model: To close, we built learning models to
help us grasp infrastructure holistically. We applied all three historical, heuristic, and cyberinfrastructure
perspectives so we could understand the infrastructure as it changes to bring about human activities.

Week 5's lessons drove home the complexities of corporate governance and its relationship with politics
and information. Megan Power's, Henry Linger's, and Chandra Mohan's lectures gave a wide range of
views on governance such as social structure perspectives, leadership methods and philosophies, the
role of international governance, and the place of information in organisational governance.

One of the key insights here is about governance as a setup of the framework of rules, relationships,
systems, and processes within which powers are used and regulated within corporations. I noted this
definition for it underlined the need for governance to be based on accountability, transparency,
equality and efficiency.

The discussions on different governance arranged approaches, e.g. technocratic utopianism, anarchy,
monarchy, federalism, and feudalism, demonstrated an array of methods employed by organizations to
solve the information environment management. I was excited to understand how these different forms
of management affected the decision making, risk management and organization structure of an
organization.

Finally, institutional governance related to Indian corporations and not-for-profit organizations was
studied to highlight the special issues and opportunities each group encountered. Awareness about the
nature of traditional governance institutions and ways in which they can cope with modern governance
system was a revelation.

Lectures dealt as well with questions of global governance including the importance of the social license,
corporate social responsibility and the place of the UN and Global Fund. We considered two cases —
Dieselgate crisis hitting Volkswagen and Enron collapse — to understand the role of management and
why they matter in preventing such violation.

By the end of Week 5, my knowledge of organizational governance and the place information politics
takes in this framework has been broadened greatly. It delivered the ideology that visionary
management is not only important for the organization's growth, but also for creating environmental
sustainability and integrity. As we progress, I am excited about learning more on these topics and
implementing them to situations analysis that we will be having as part of our case study.

Reflection 3:

This week's class went directly to the point and dealt with the key concepts of sensemaking,
exploitation, and exploration within organizational informatics. The case studies and models that we
were exposed to enabled us to come to terms with the ways through which businesses decode
complexity and modify their actions accordingly.

The main point that was laid is the disagreement in procedure and practice. Processes can be thought of
as methods of achieving objectives that consist of certain steps, while practice sometimes includes
knowledge, both expertise and judgment of individuals or the team within an organization. This
distinction is preliminary, which is why you need to understand it first for it emphasizes on the
intelligence and adaptability of humans for organizational functioning.

Cases of Mann Gulch illustrate crucial elements sensemaking in a high-paced environment. We looked
into cognitive processes the way people process and address environmental cues and the vital context in
decision-making. The examination of the empirical cases facilitated us to develop a counter-argument
with Weick's model of sense-making, consequently our knowledge of the concept was enhanced.

Moreover the session emphasized the meaning of the organizational learning that can be balanced by
exploration and exploitation. Through incorporating both types of innovations, an organization can
adjust to the new circumstances while still capitalize on the knowledge and resources it had previously.

This writing is the reflection of the understanding of the organizational exploration and development
based on the activities conducted in Week 7 of the FIT course. I will unpack the idea of exploration and
exploitation, reflecting on the examples of CSIRO's RV Investigator, the NASA's commercial crew
program and the case studies which represent our own organisation.

1. Understanding Exploration and Exploitation: The Week 7 class brought us face to face with the
theories of exploration and exploitation as March (1991) suggested and gave more detailed
explanations from Reeves and Harnoss (2015). Exploration is about experimenting, learning, and
being innovative, while exploitation is to do with making choices, achieving high efficiency, and
implementing.

2. Activity 1: Explorative Organisations such as; CSIRO vs . NASA: Walking through the tours of the
RV Investigator as well as NASA's Commercial Crew, I developed the ideas about these research
agencies in terms of functions, roles and difficulties. In the meantime, the ocean is being
explored by CSIRO, and NASA has been out to the space, however, they have one objective in
common which is to know the outer world in more detail.

3. Activity 2: Not in Jail Tyrant. Big fan of travelling - I'm sure about this. GM: Respectively
comparing STATISTA and GM, I explored each their strategies of exploration and exploitation. As
opposed to STATISTA which strengthens its position through data-driven innovations, GM, with
technology and innovation being its key aspects, appears to be lean towards both exploration
and exploitation. The fact that I thought to myself about how I would wish to work with these
organizations, somewhat my career values and desires, came to my mind.

4. Activity 3: Case Organization: Balancing Exploration and Exploitation: Applying de exploration

and exploitation dean to our case study organization, I analyzed how it goes along the
organization learning environment which is full of dynamism.

5. Key Takeaways and Reflections: During those activities, I came to the conclusion that
organisational learning isn’t always simple and that you need to be able to find a balance
between exploring and exploiting, if you want to be successful. With businesses having fluid
characteristics and adapting to dynamic environments, it becomes essential to tap their unique
strengths while ensuring competitiveness.
As the topic of the week 8 of FIT5086 changed into of the services within the field of Organizational
Informatics (OI), The lecture was based on the concept of service based economy which includes its
historical evolution and its contemporary sense. It also focused on such concepts as Service Dominant
Logic (SDL).

Key Concepts Learned:

1. Services vs. Products: The difference between products (things purchased) and services (which
are being executed live) was clarified. This stressed the dynamic nature of services, how they
create value together with the customer.

2. Service Dominant Logic: The discovery of the SDL makes it possible to fathom how value can be
jointly created through interpersonal exchanges among services providers and customers while
challenging the traditional goods-dominant means.

3. Historical Perspectives: The examination of historic shifts from agricultural to knowledge-based

service economy was extremely helpful in revealing societal and economic transition.

4. Organisational Learning: The lecture went back to the principle of exploration and exploitation
the management and organizational learning and explained the significance of innovation as
well as efficiency.

It was in Week 8 that we comprehensively explored services and their place in any modern organisation
today. The historical context showed how ideas on economic paradigms had evolved through the
timeline and highlighted what made these shifts in society.

The picked session, especially that of Google and extreme climbers, represented the quality of co-
creation in nurturing the new ideas. It was revealed that technology, social media, and user experiences
are the "fusing point" in design, therefore, giving more focus to user-centered development and
collaboration in modern service-oriented systems.

Key Takeaways:

1. In this case, services are co-created and dynamic, this is brought about by interactions and
experiences.

2. Servitisation disrupts conventional sense of value, focusing on active participation of

stakeholders.

3. Historical viewpoints bring valuable information about the evolution of economic systems and
organisational processes.

4. Collaboration and user-centric design are prominent factors in innovation in the Service
Ecosystems.

5. The organisations should be able to transform the socio-technical environment by endorsing

agility and flexibility in their strategies.
Reflection 4:

Reflection Portfolio: Week 9 - Enactment of Organisational Informatics

In our class this week, complex systems were explained in association with the OI (Organizational
Informatics) discipline as an area that takes responsibility for the creation and application of systems.
Here's a detailed reflection on the key concepts explored:Here's a detailed reflection on the key
concepts explored:

1. Enactment and Organisational Informatics: Concept of engender, according to Weick, “can be seen
as self-reinforcing” as perform by OI as well. Staging this thought means the audience will get a clue that
there is no entity which perfectly exists in the situation out there as different people in the organization
view and interpret the situation in their own perspectives rather than accepting it as a fact that does not
need interpretation. OI is seen here as an interactive and emergent phenomenon that includes the
perception, processing, and response to information, which is indeed not already predetermined but
rather built through the members of the organization.

2. Actor-Network Theory (ANT) by Latour: Anthony Giddens' (ANT) approach to understanding how
different agents, including humans and non-humans play a role and form networks within organizations,
draws from Latour theory. The ANT as a theory advances a new approach to agency that is embodied in
both human and non-human actors, this making it possible for them to construct the desirability of
business processes. In the discussion of organizational improvisation(OI) ANT points to the mixed nature
of humans and technology to gather information and develop organizational realities.

3. The Cynefin Framework: Snowden and alter Boone come up with a useful yet effective structure or
tool which serves as a frame for gaining a deeper perception of complex organizational environments.
The framework, which clusters the four situation domains, namely Simple, Complicated, Complex, and
Chaotic, offers all the clues to handling decision processes and sensemaking by taking into account the
context of the spheres of human activities. The Cynefin Framework serves as a benchmark for OI
practitioners in the sphere of adaptive solutions to dealing with information and navigating complexity.

4. Case Exploration - Atlassian: Atlassian's open information culture is a clear example, which provides
an important understanding of an organization's mechanism that can enable communication,
innovation, and knowledge sharing. Through transparency, Atlassian has turned into an occupation
where information moves from one person to another without any interference. In this environment,
the staff is able to share ideas, solve issues and make well informed decisions which are made
collaboratively. This case is goes to show how culture of an collective bodies define the formulation of OI
policies and implementation.

5. Barcelona Information Culture: The guest lecture of Barcelona's information culture in social sphere,
provided me with priceless findings on how cities can exploit the data and involvement of the citizen's in
addressing the complicated social issues. Through participatory democracy and technology utilization for
transparent information-sharing public, Barcelona became a happening example of participative
governance. Thus this mould is a beautiful example that shows the power of OI to find a new way of
living in and enabling the cities and communities with the end results.
Reflection: The effect of mindfulness in OI in relation to enactment of systems (week 9) was
fundamental. Through this dynamic exploration I have a better perception into the organizational
behavior. Consequently, I have gained tools for enacting, OST and CF, which are suitable to cope with
complexity within organizational environments. Additionally, from the real world illustrations of
Atlassian and Barcelona, which applied the OI principles to enhance collaboration, innovation, and social
impact have portrayed the practical sense of OI.

Hence, this week demonstrates that OI is not just about managing information, but also it is about
understanding that informational reality and the ways that that reality affects our organizations and vice
versa. Subsequently, my interest for the role of enactment in cultural change within OI organizations has
grown, motivating me to use the attained insights in solving organizational problems.

Reflection 5:

The week 10 session went deeper into systems theory, not only looking at general systems theories but
also at health systems in the applied session. Here's a detailed reflection on the key concepts
explored:Here's a detailed reflection on the key concepts explored:

1. Cybernetics and Self-Regulating Organizations: The author’s introduction of cybernetics, or self-

organizing systems, as a principle form of human communication had the potential to shift the course
into how the various parts work in each other. Cybernetics as a discipline provides an erudite
perspective in discoursing how systems such as health facilities adopt and regulate themselves
calibrated to both external and internal cues. The role of cybernetics in health system design is
indispensable; as an informaion manage system, therefore, our goal must be the effective management
of information and resources in order to achieve desired outcomes.

2. Viable Systems Model (VSM) by Stafford-Beer: Stafford-Beer's Viable Systems Model (VSM) gives a
way for perceiving the functioning and architecture/structure of complex systems. VSM pay more
attention to the establishment of the organizations’ hierarchically, communication channels and
feedback loops for the organizations to be viable and to be able to alter according to the environment
development. VSM in a health care system offers a way to obtain information on what is less designed in
the system and then to improve its performance.

3. Chaos Theory by Lorenz: Lorenz pointed out that Chaos Theory is an extraordinary, unprecedented
idea; It overrules the presuppositions concerning stability and determinism of complex systems. One of
the main assertions of the chaos theory is that chaos is inherent within complex dynamic systems and
any small initial error can significantly influence the final system performance. In the setting of health
system the chaos theory underlines the influence of non-linear dynamics, emergent properties, and
feedback loops on planning and making decisions to prevent unwanted consequences and attain a
system’s ability to resist diverse impacts.

4. Complex Systems and Patterns of Growth by Von Bertalanffy: Von Bertallanffy's view of systems with
nested loops pinpoints the similarities between naturelike behaviors and organizational systems as
these two cannot be separated as all life systems give rise to patterns such as growth, emergence, and
self-organizing cycles. He stressed on the systemic nature of the overall system and synergised
interdependence of the components of the system, to outline the fact that holistic thinking and systemic
approaches are integral to problem solving. Health systems can be characterized as complex in the
sense that when healthcare challenges take various forms and they require divergent approaches to
address, then complex systems is an important area of health systems to study.

5. Law of Requisite Variety by Ashby: According to Ashby's Law of Requisite Variety: A controlling
mechanism has enough variety to regulate as many elements of a system as the system itself does. Here
described the idea of resiliency reflecting the presence of flexibility, adaptability, and diversity in efforts
focusing on the intricacy of dynamic systems. When it comes to health systems, Ashby's law brings the
significance of diverse goings-on into the spotlight. Such to be the case, different professionals, training,
and resources are required to successfully respond to healthcare complications.

Health Systems Case Study: Session on health systems is an interchanging zone where practical and
intriguing aspects of the complexity and problems in health care are explored. Through the study of
current health system management cases we can gain an understanding of the significance of the
complex nature of health systems governance, financing, delivery and outcomes. This activity captures
it: systems thinking, collaboration between disciplines are important of health problems management.

Reflection: The complex systems theory covered in Week 10's class has been very insightful and has
increased my appreciation of how one can leverage the interdependent and dynamic nature of
organizational systems for leadership within a health system. The fields of cybernetics, VSM (Viable
System Model), and chaos theories, as well as complex systems and the law of requisite variety, have
been instrumental in helping me to develop solid frameworks for analyzing and addressing any complex
challenges within health systems.

Overview/ personal synopsis:

In the processes of our Organisational Informatics course, we have been journeying through a complex
terrain of organizational aspects. From the main theories of structuration by Giddens and the
introduction of the cultural dimensions of the individual cultures by Hofstede and the different typology
of organizational structures explained by Mintzberg, there was an intricate exploration of important
concepts every week. We got into the vicious cycle of human agency and social structures, realizing that
it was culture and values which played a crucial role in shaping corporate branding. Case studies and
applied sessions helped to translate the theories into the real-life situations, such as treatment of
organization design with metaphor to urban planning or investigating complexities of attaining the circle
economy of the textile industry. The key lessons here are derived from critical evaluation and the
culmination of the diverse views and expertise of the team in tackling organizational change and
resilience against the perpetually evolving organizational structure. Summarizing, we achieved a
comprehensive view of the subject, only to use it in practice as well as in the development of
organizational leadership.