The CLEHES-MOOD: An Enactive Technology Towards Effective and Collaborative Action
´ ´ Osvaldo Garcıa De La Cerda and Lyonel Laulie Cerda*
Industrial Engineering Department, Universidad deSantiago de Chile, Santiago, Chile
The present paper shows the creation of an enactive technology of self-observation that facilitates the search of effective and collaborative action strategies for any observer that belongs to an organization or human activity system, with the experience of the user as the cornerstone of design. The technology is based in the observation of moods using theontological tool CLEHES# for opening different distinctions, re-conﬁgures microidentities and enhance awareness. For that, the technology was proved in a sample of executives and administrative personnel whom described their own experiences and learnings by the use of the CLEHES-MOOD. Copyright # 2010 John Wiley & Sons, Ltd.
Keywords CLEHES#; CLEHES-MOOD; self-observation; RIHPLA; enaction;consciousness; effective and collaborative action
INTRODUCTION Daily life, human beings as managers are confronted in every moment of their regular jobs, with a dilemma, that is difﬁcult to approach, which is having to put up with and be responsible for the viability of the organizations in high complexity conditions. In the ﬁrst place, these human beings do not have the physiological ability to overcomethe huge amount of distinctions (Spencer-Brown, 1979) that they may absorb, which can be unlimited. In the second place, this perception is aggravated when we revise the large number of
´ * Correspondence to: Lyonel Laulie Cerda, Industrial Engineering Department, Universidad de Santiago de Chile, Santiago, Chile E-mail: firstname.lastname@example.org
disciplines and important points to be considered asa result of the professionalization of management, which evidence complexity. In the third place, there is the fact that administrators depend largely on the work that the other employees of the organization are supposed to do, and they must take responsibility for it, assuming that they can largely affect organizational performance with the actions that they carry out for personal reasons. Bynow, most of management researches, tools and frameworks, have tended to make their analysis by breaking the problems into parts and trying to explain the phenomena through the explanation of their elements. Under this logic, it is conceived that, if it is possible to understand the elements, it would be possible, by addition, to
Received 29 January 2009 Accepted 27 November 2009
Copyright #2010 John Wiley & Sons, Ltd.
RESEARCH ARTICLE understand the complex whole that they form, that is a reduction. The trend of science in general has conducted its way to the decomposition of the phenomena in their elements pointing to specialization. The scientiﬁc method is constructed under the analytical thinking which sustains the necessity of dividing in order to understand. Thus, the truthcan be reached through the summing up of multiple partial truths; reducing them to the point that human mind can encompass them. But the problems that remain unanswered (which are especially observed in the social sciences) are those about order, organization, the relations between those parts and the results of their interactions. With this, we are referring about the holistic arguments of multiplephilosophers and thinkers interested in making valid Aristotle’s afﬁrmation that ‘The whole is more than the sum of the parts’, against the particularistic opposite that tries to understand the properties of the whole as a result of the aggregation of the properties of their individual parts. The reductionist approach has had a special adhesion particularly by the remarkable development of...