White box, black box and self-organization

Abstract

Purpose – The purpose of this paper is to present two system identification models – “white box” and “black box” – as useful tools that help understand self-organization processes within and outside the organizations facilitated by leaders. Every leader is presented as a “systems designer” who plays a fundamental role in the process of self-organization, both within and outside the organization under study. Design/methodology/approach – First, “white box” and “black box” system identification models are presented as a basis for an integrated model of the “system” and its “environment.” Next, the ideas of “closed” and “open” systems as the prerequisites of self-organization processes are described. Finally, two basic leadership tactics as well as their combination are characterized and discussed. Findings – Two system identification models give a complementary view to the reality, as they combine both reductionist and holistic perspectives. The argument presented in the paper shows that there is a far reaching complementarity of the two system identification models. Practical implications – Since leaders need to comprehend complex adaptive processes taking place in the organizations and in their environment, they search for the best strategy to approach this task. The tactics presented in the paper could serve as a cognitive tools that help approach the reality leaders are immersed in. Originality/value – The paper utilizes two categories that are well recognized in systems theory and cybernetics, combines them with the idea of self-organization and puts it all in the context of leadership. It provides an integrated, yet relatively simple cognitive scheme that may be of theoretical and practical use.