“Everything should be made as simple as possible, but not simpler”. Albert Einstein
ICS turns abstract plans, theories and solutions into clear modules and concise measurable steps that can be executed and implemented on the ground. Information and learning experiences gathered with each step of implementation is fed back into the system to inform the higher levels of project hierarchy. Feet and head are connected via dynamic steering in each moment. With each task completed the system learns.
The system is computer aided and facilitated. It is geared to align independent and autonomous organizations or entities and uses an organic hierarchical system. Many different units (eg. science departments, authorities, locals) can be networked and aligned. The proposed collaboration system collects vital and relevant information at each interface, and especially at the level of application, involving stake holders at the carrying out level. It collects their experience and intelligence.
How ICS works:
Defining the “Collaboration Ecology”
- Determining what the context is in which the requested ICService is to become operational. In a number of visits and conversations/interviews with the leaders or the top-management of the organisation we find out how the environment inside and outside looks like by looking at the four major perspectives (the view from the inside, the culture, the facts/behavior, the systems, diagnosing the action logics major stakeholders operate from, as well as the envisioned future.
- Determining which tools and procedures from the ICS repertoire are best suited for the specific context and task. The tools and procedures depend on what has been found out during the first “mapping of the collaboration ecology”, and are geared to serve the different persepctives and developmental stages of the stakeholders (to be) involved. The ICS-software is adapted to the organisational environment, and the technical applications are being fitted to best serve the needs of the context and situation.
- Determining the expected outcomes of the first iterations of the ICService. Our expectation for the “final outcome” is that we co-create a Learning Organisation that can adapt swiftly to the fast changing circumstances in culture/society, in business/economy, and national and international political situations. This requires open paths for continual innovation, dynamic governance and management structures, and a culture of trust, transparency and fair-share or in other words, a collaborative culture both directed internally and externally.
- We’ll determine the lengths of the cycles of interventions and the milestones to be reached during the first three cycles.
2. Implementing the transformational process
- Once the expected outcomes for the first 3 iterations are determined, the implementation procedures and deliverables are outlined in a strategy.
- Authorities are determined and/or installed to govern first iteration; procedures are agreed upon and implemented; incentives & sanctions are agreed upon.
- Training structures and occasions for the internal ICService personell are implemented; ICS Intelligence Agents help build the system.
- Implementing the meshworked toolset (Software & its feed-backsystems) – installation is finalized, apps are installed on mobile system
- Learning system, as embodied in the ICS-software is tested to ensure that collective intelligence bottom up and reapplication top down works as intended; practises, principals, and procedures are easily available to all interacting persons.
- Dynamic feed-back loops are tested, adapted and finalized.
3. Managing the first iteration as transformational and training process