Abstract

We reflect on change, in observing the experience (1990-2024) of a University Socio-Technical research group dedicated to instil change for innova- tion in client organisations and enterprises. The trajectory of the group exhibits the dynamic interplay of two components of subjectivity, change of action focus or persistence of the scheme for action, a tension between stability and change. This is the third of a triptych dedicated to group culture and action. The first has laid down mission critical – autopoiesis - theoretical considerations. The second has illustrated stability meanings the group gave to their practice. This paper il- lustrates the meanings of the change of focus of the action, consisting in the ap- plication of reflexive feedback on external solicitations not aligned with their identitarian criterion for change of action focus - embedding the oriental concept of “Shi”-, resulting in their selective neglection. Innovations embedding “Shi” holistically involve new organisations, new frames of mind, new implementation strategies, new designs between people. As exhibited by the four bends observed in the group’s trajectory, of quite different nature: the adoption of user centred design for participatory design interventions; an action scheme based on Ci- borra’s labyrinth of information and Rogers therapeutic co-construction; a de- scriptive phenomenological method attaining scientific rigour based on subjec- tive data for evidence based practice assessment; a new information communica- tions paradigm enabling accountability and hermeneutics on ICT platforms. Four bends in the group cognitive and action trajectory, all obeying the same criterion for change of action focus –embed “Shi” -, identitarian for the group.

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