Value of bottom-up team formation for complex adaptive business systems

2014 ◽  
Author(s):  
Devarapalli Hari Prasad ◽  
Munnamgi Hanumad Vasanth
Keyword(s):  
Team Formation ◽  
Business Systems ◽  
Bottom Up ◽  
Complex Adaptive

Social-Cognitive Mechanisms and Personality Coherence: Self-Knowledge, Situational Beliefs, and Cross-Situational Coherence in Perceived Self-Efficacy

1997 ◽  
Vol 8 (1) ◽  
pp. 43-50 ◽  
Author(s):  
Daniel Cervone
Keyword(s):  
Complex Adaptive Systems ◽  
Self Efficacy ◽  
Adaptive Systems ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Bottom Up ◽  
Personality Psychology ◽  
Complex Adaptive ◽  
Self Knowledge ◽  
High Level

This article presents a social-cognitive analysis of cross-situational coherence in personality functioning Social-cognitive analyses are contrasted with those of trait approaches in personality psychology Rather than attributing coherence to high-level constructs that correspond directly to observed patterns of social behavior, social-cognitive theory pursues a “bottom-up” analytic strategy in which coherence derives from interactions among multiple underlying causal mechanisms, no one of which corresponds directly to a broad set of responses Research investigating social and self-knowledge underlying cross-situational coherence in a central social-cognitive mechanism, perceived self-efficacy, is presented Idio-graphic analyses revealed that individuals' schematic self-knowledge and situational beliefs give rise to patterns of high and low self-efficacy appraisal across diverse, idiosyncratic sets of situations that do not, in general, correspond to traditional high-level trait categories Bottom-up analyses in personality psychology are related to other disciplines' analyses of organization in complex, adaptive systems

Bottom-Up Management and System Design

2000 ◽  
pp. 61-75
Author(s):  
W. Hutchinson
Keyword(s):  
System Design ◽  
Business Systems ◽  
Top Down ◽  
Bottom Up ◽  
Loosely Coupled ◽  
Contemporary World ◽  
The People ◽  
Develop Software ◽  
Artificial Boundaries ◽  
Real Behavior

Development techniques almost always use top-down approaches to develop software and business systems. Humans need to simplify the external world by using cognitive models to build a boundary around a problem. These necessary, but artificial, boundaries help us cope with the complexity of the problem at hand. However, this deductive process produces dilemmas, as it leads to misconceptions about the real behavior of systems and the people in them. This chapter will look at system design using the system elements (and their interactions) as the starting point of design, that is an inductive approach. Whilst this will not replace the top- down approach, its use will enhance problem solutions. In a contemporary world of loosely coupled organisational elements, it is necessary to view the system from this perspective to fully understand it. This chapter will offer a preliminary methodology to approach system design using ‘bottom up’ thinking. This view is not the opposite of top-down thinking but a supplement to it. It results in asking questions about the desired system, which are fundamentally different in nature to conventional techniques

Psychology and Culture: Top Down Versus Bottom Up?

PsycCRITIQUES ◽  
2005 ◽  
Vol 50 (19) ◽  
Author(s):  
Michael Cole
Keyword(s):  
Top Down ◽  
Bottom Up
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