The learning material and contents provided by the AltanaESP Network & System, frequently make use of terms and concepts that aren't all that familiar to most people. This glossary - AltanaESP Terms and Concepts - is a collection of the constructs (i.e. words, terms & concepts) often used in AltanaESP materials and content. This glossary act as a source of reference to enhance the contextual meaning and understanding of these "odd" terms and concepts. Words and/or phrases hold different meanings for each person. Therefore, it is a sensible idea to "define" the constructs used and to "place every body on the same page" when dealing with such constructs. You, the reader - most likely - have quite a different definition for, understanding of or perspective regarding such constructs... and that is fine! However, within the Altana... Electronic Support Platform (i.e. Network and System), the various terms, concepts and implications are quite specific and contextual.

Therefore, each word, term or concept - included in this glossary - serve as a "resources tool" to promote understanding and context when dealing with or exploring AltanaESP materials and contents.

Browse the glossary using this index

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A Self-Organizing network, is a network where some form of synchronized coordinated cooperative and co-creative structures spontaneously arise out of the many interactions between the different, but related, components of a seemingly disorganized or chaotic series of events, situations or circumstances.

A self-organizing network initiates, develops and effectively manifest as a result of seemingly "random" fluctuating and adaptable interactions taking place and sourcing from a continious, honest and open feedback for its eventual successful manifestation and establishment.

A school of fish collectively construct a different looking shape to confuse predators and to significantly improve the survival of each independent member.

Self-organizing Networks - generally speaking - are exceptionally robust and able to successfully survive many difficulties, effectively deal with various permutation or transformations and are able to efficiently "self-repair" substantial "damage" caused by unexpected or unforeseen problems (i.e. a crisis) or a succession of rapid changes.

Self-organizing Networks doesn't imply that agents (e.g. participating individuals) do whatever they wish to do, whenever they want to do it. Nor does it imply that individuals unconditionally engineer standalone activities as they see fit. It merely implies that leaders (e.g. parents, managers, teachers, supervisors, ...etc.) commit themselves to guide and facilitate the evolution of actions, behaviours and interactions that emerge from from independent and self-sustaining agents... instead of specifying and predefine in advance what effective behaviour is or should be like.

Key Thus, a self-organizing network is characterized by... the taking of individual responsibility within the parameters and demarcations of group accountability and initiating self-organizing activities, which is reliably calibrated to successfully meet and overcome a specific challenge, problem, crisis or obstacle.

A school of fish self-organizing to meet the challenge of surviving the onslaught of predators.

In addition to a predominantly required supporting Oryx Attitude, the success of any self-organizing Network is dependent on a collective vision statement, mission statement, value statement and legacy statement; which could accommodate and accountably fuse with the unique visions, missions, values and legacy (i.e. aspirations) of each contributing individual. The latter, forms a sturdy foundation and serve as a solid base for the realization of the concept or idea that "the whole is much greater than the sum of its different parts" which, in turn, is quite a distinctive attribute of any successful self-organizing network.

The real power of accomplishing something, lies in the independent but collective efforts of individual agents.

An observable and important characteristic of self-organizing networks, when left alone and not forced into a "predefined/unwise" direction, becomes more organized, more structured, more productive and more efficient to meet and conquer the many challenges of change. Therefore, well established Self-Organizing Networks tend to...
  • magnify every effort. By creating cooperative and co-creative interactions and outcomes, out of all proportions... to the effort it actually takes. The synergy of a "close-knit" group or team is quite remarkable, especially when everybody strives towards the same collective objectives and ultimate goals. When cooperating in this manner, the end result is sure to be astounding.
  • opens countless channels. In a complex and rapid changing world, relevant information obtained at the right time, is power. No single person could be aware of everything that's happening, taking place or developing. One individual, simply, can't "see" more than a few of the many opportunities and possibilities that is "out there", nor can s/he sense all the lurking problems and threats that might possibly effect the performance of a family, company, school, organization, team, department, ...etc. A well established self-organizing network, becomes the active conduit that keeps everybody in touch. It makes many people the "eyes and ears" of the network and exponentially increase data-gathering resources and greatly speed up the process of collecting, digesting, sifting and weighing new facts, ideas, views, opinions, possibilities and alternatives.
  • triggers innovation. In a constant and rapid changing world (especially the workplace), continued "self-renewal & repair" is critical. The speed and complex nature of present day changes, often make products, skills, technology, services and ideas obsolete... literally speaking, almost overnight. However, self-organizing networks, actively promotes new ideas and establish a climate for innovation. It makes it safe for individuals to think and entertain the unthinkable, and to try the impossible. It advocates creativity, which in turn encourage people to explore and try new things, to change or adapt their present action models, to embrace the challenges of change and to empower themselves by means of acquiring specialized knowledge.
  • turn business and the place of work into a viable ecosystem. Business, and by implication, the workplace, develops as a symbiosis between many diverse skills and competencies, which naturally creates varied teams that are flexible enough to easily adapt to new events, situations or circumstances and able to quickly form required "partnerships" with other teams, departments, companies, customers, organizations …and even competitors - when necessary - to successfully deal with either change, an obstacle, a crisis or with the catastrophic residue of future shock.
  • establish a community of professionals. A workplace culture gradually emerges as a healthy collection of many individual hopes and dreams, all connected to a greater purpose (e.g. company vision, mission, objectives and goals). This inspires people to dedicate themselves to the success of their peers (via feedback & recognition) and therefore become “community–and-company–aware”, accept and apply the principle of individual responsibility within family/group/company/society/organization accountability.
  • restore leadership and establish management as a service. Management merely sets a future direction by means of a compounded strategic, tactical and operational vision and mission statement, accompanied by an earnest commitment to "make-available" the required resources that individuals might need to get the job done. This effectively "pushes" decision making and responsibilities downwards, allowing teams (departments) to formulate their own rules in correspondence to the overarching family, company, organization or institution's vision and mission statement. Management only intervenes in activities, processes and procedures, in the case of possible derailments, a crisis, emergency or when leadership is required to sustain a cooperative and co-creative climate.
  • treat people as contributing peers. Every person is treated as a key "component" in the "team". For example... excellence is expected everywhere, from cleaning services, the loading dock, the laboratory, reception and all the way "up to" the boardroom. As a result, individuals at all levels are compelled to accept and take charge of their own actions, accept responsibility for their behaviours and contribute to the overall success of the family, company, department, team organization and/or institutions.
  • "productive" participation and loyalty, sourcing from a collective vision. People are inspired to see a better future and how they all can be a part of it. As a result, individuals work more delicately, because they truly believe in the family, organization or company’s goals (i.e. the vision, mission, value and legacy statements), find purpose in, genuinely enjoy what they’re doing and (of course) know they’ll share in the rewards of success… equally and proportionally.
  • regard change as an opportunity for growth. Change is primarily handled as an inevitable part of life. There is an acute realization, that future success is only possible when everyone embrace new ideas and new ways of conducting business.
  • use technology for empowerment. Using technology is a way to free the human spirit to become more creative, cooperative, to build better relationships and establish healthy interactions. Back-office and supportive systems are adapted and tweaked to deploy the tools and mechanisms (such as online interactivity, iPad’s mobility, web phones and tablets) that people could put to good use... and, actually want to make use of.
  • evolve work into having fun. Work - despite beliefs to the contrary - should inherently be enjoyable and fulfilling. Therefore, the most important function of leadership (i.e. management) is to place individuals in jobs and functions that can and will make them truly happy and allows them to grow and develop as an unique individual.

A number of birds scanning the environment for better opportunities to sustain the flock.

The following diagram, to some extent illustrate, what a Self-organizing Network might "looks like" in a human terms and within the AltanaESP Pty Ltd context...
This is an illustration attempting to capture the fluency of movement between squares, circles and nodes while establishing and sustaining relations.
There are plenty of examples of highly successful self-organizing networks and systems present in all of creation. Except in the case of the human species... sadly though, efficient spontaneous Self-organizing Networks seems to mainly occur in the presence of chaos, catastrophes, calamities, adversities and disasters.

The Third Wave, Future Shock... waves of change? Isn't it high time to Self-Organize?