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Implementing Principles by Balancing Configurations of Functions

A tensegrity organization approach (Part #1)


Printed in Transnational Associations, 1979, 12, pp 587-591 [PDF version]


Introduction
Structural options
Recognizing relationships
Maintaining equilibrium
3-Dimensional equivalent
More than 3 functions
Operational significance
Organizational significance
Implications
References

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Introduction

When a decision is made to pursue a group of concerns, there is a basic problem of ensuring that they are appropriately interrelated and do not simply constitute a fragmented collection of initiatives. This paper examines a new approach to the systematic recognition of the interrelationships necessary to the emergence of a viable configuration of concerns at a new level of significance.

The "concerns" could take many forms. They could emerge from individual resolutions or recommendations. They could be elements of a declaration of principles. Or they could be research priorities, projects, or the functions required in an organization. That they are interrelated, or at least should be, follows from the initial intention whereby they were treated as a set of in some way complementary elements (1).

How they are interrelated is seldom clarified initially and often only emerges, if at all, in the operational considerations in any organization(s) through which they are implemented. The number of concerns accepted in a given case depends both on the distinguishing power and on the ability to comprehend and communicate their necessary nature as a consequence of that act of distinction. The level of ability may not be adequate for a viable structure to emerge (1).act of distinction. The level of ability may not be adequate for a viable structure to emerge (1).