Paradigms of Organizational Leadership Self Organized Criticality: The Avalanche Effect

This paper proposes to state some new paradigms of Organizational Leadership which will facilitate the leaders a well as collective leadership of senior managers to respond to the flux and dramatic shifts occurring within the internal dynamics of the organization. An internal study of a part of the system or the total system reflects Self Organized Critically (SOC). SOC is that state in the organization which is a sudden transformation in the state of the system through its own internal dynamics. This process of transformation generates a critical state within the system such that the change begins to occur. The internal dynamics is the change initiated at the top, going down the line and through all the levels of the organization. The concept of SCO is that for the change to occur in the organization the leadership will initiate those processes of change which will not trickle down but the transformation processes will have an avalanche effect at each stage or level of the system. The state of the internal system becomes critical so that the change begins to occur and there is a release of the momentum and energy of an avalanche. This paper then explores the process of transformation at the unit and level of organization. This study attempts to discover, identify and initiate those organisational processes which would release energy like an avalanche and mobilise the organisation to perform. Individuals, groups, structure and culture of organisation interface with the tasks, functions, organisation and the institution to create internal organisational dynamics which move the organisation in many directions. A comprehensive focus at this stage leads to an experience of self similar processes leading eventually to the avalanche effect. This paper identifies the critical issues that the CEO needs tot address and then appraise the internal dynamics vested in the human resources and potentials.