. But you can't adjust if you don't know what paradigms are affecting (even directing) your behavior. See how Edward T Hall expresses it in his book, Beyond Culture, referring to individuals interacting with others of different cultural backgrounds.
Organizational Skills
All
skills are individual in the sense that one or another person performs them, but agendas or cultures can render them organizational.--------------------------------------------------------------------------------------------------
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Skills are complex, highly interactive sensory-motor processes and are the subject of the Science of Skills. Attributes of individuals, only, they can still be distinguished from skills performed in groups, as in a team or company or a tribe or village.
Applications covers individual and organizational skills, including team skills, man-machine skills relating to robots, company skills, and hunting skills. For example, a tennis study can deal with the skills of a tennis athlete tracking and intercepting a ball. But even this study takes the opponent into account, so it is really a study of a group, involving very complex social dynamics.
As we know, new entrepreneurs create most of the new jobs -- which currently we badly need -- and this requires new organizations -- contexts -- in which they can be performed. So in the current hard times, organizational skills are particularly important.
Among organized groups I include the SAGE Air Defense System, a man-machine system. And I report on the beginnings of a small-company study. There are also sports and military combat team studies. And I look in more detail at the stock market.
All organizational skills involve sensory-motor and personal-social interactions. For cooperative systems to blend successfully and yield a quality result, individuals have to adjust to the situation and to each other. This could include Low-Level Rules and involve Emergent Group Behavior
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I believe that, say, teams and man-machine systems are very similar but nonetheless different kinds of entities. They are similar in that people join forces in pursuit of some goal. Collectively, the individuals also develop a value structure that tends to regulate behavior in the group. This is characteristic of all skills contexts -- the social or cultural settings in which the skills occur -- and all are complex and highly interactive.
Also, teams generally have no product, other than entertainment. Systems, on the other hand -- like companies -- typically do have a product: cars, computers, cereal, etc. Teams are mostly associated with sports, while systems mostly appear in the form of factories of industry, though the employees are sometimes spoken of as team players or as a "team."
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