WO2022164383A1

WO2022164383A1 - Digital tool for surmounting current vuca challenges and capacity-building ahead of future vuca challenges

Info

Publication number: WO2022164383A1
Application number: PCT/SG2021/050049
Authority: WO
Inventors: Chien Wei CHIA; Bhagwan Jethanand DASWANI
Original assignee: Artificial Intelligence Robotics Pte. Ltd.
Priority date: 2021-02-01
Filing date: 2021-02-01
Publication date: 2022-08-04
Also published as: TW202232392A

Abstract

A digital tool for organisations to manage capacity-building ahead of VUCA (Volatile, Uncertain, Complex and Ambiguous) challenges and to thereby surmount such challenges. The digital tool is configured to receive inputs and capture emerging questions and insights, and to spawn new entities not previously conceivable. The digital tool is configured to enable sensemaking of emergence based on micro-level event data that are abductive and fleeting.

Description

DIGITAL TOOL FOR SURMOUNTING CURRENT VUCA CHALLENGES AND CAPACITY-BUILDING AHEAD OF FUTURE VUCA CHALLENGES

TECHNICAL FIELD

[0001] The present disclosure relates to digital tools for organisations to surmount current VUCA challenges and for capacity-build ahead of future VUCA challenges.

BACKGROUND

[0002] Organisational environments are becoming increasingly VUCA (volatile, uncertain, complex, and ambiguous). However, most systems and processes for managing organisations today are typically siloed in nature and designed based on linear paradigms. This makes it difficult for the organisations to be agile and dynamic, or to excel in constantly changing environments. Therefore, organisations in general can benefit from new tools that enable them to surmount current challenges and build capacities ahead of future challenges in a VUCA world.

SUMMARY

[0003] A digital tool configured to manage and build capacities for surmounting VUCA challenges, in which the digital tool is implementable by a processor and a non-transitory computer-readable medium, and the medium stores instructions executable by the processor such that the digital tool is configured to: enable entities to be generated based on emergent data, the entities including new workspaces and novel workspaces, the new workspaces and the novel workspaces being defined relative to evolving epistemological boundaries of an organization; and as and when additional emergent data is captured by the organization, adding the additional emergent data into related entities of the organizations, such that further entities can be generated.

[0004] The digital tool may be further configured to: create at least one workspace, the workspace being configured as a virtual container for data, the data including the emergent data; from time to time, or in response to an input to a workspace, execute complex recursion based on selected data in the workspace, the selected data being selected from the data contained in the workspace, wherein the selected data includes the emergent data, and wherein the emergent data is input to the workspace at a time of emergence, the emergent data being characterized at the time of emergence by having no direct relationship of cause or effect relative to at least one other data contained in the workspace; and based on a result of the complex recursion, allowing cross-functional sensemaking based on the emergent data selected from different workspaces, wherein the sensemaking includes making possible connection points to a potential emergence.

[0005] The digital tool may be such that the workspace is configured to be populated by a plurality of emergent data received through respective user interfaces, and wherein the plurality of emergent data includes at least one emergent insight and/or at least one emergent question.

[0006] The digital tool may be further configured to: enable at least one activity to be defined in the workspace; enable the at least one activity to be defined by one or more events; and populate the workspace with data based on a performance of the one or more events, wherein the one or more events include computer-executable steps such that the data in the workspace is dynamically and automatically updated in response to at least one user device recording the performance of the one or more events.

[0007] The digital tool may be further configured to: in response to a new emergent data resulting from the complex recursion, create one or more of the following: a new workspace and a new sub-workspace within the workspace; and create at least one new activity in the new workspace or new sub-workspace, wherein the at least one new activity designed to address a gap or resolution needed resulting from the new emergent data.

[0008] The digital tool may be configured such that at least one shared event or shared activity is associated with more than one workspace or sub -workspace, such that performance of the at least one shared event simultaneously updates the data in the more than one workspace or subworkspace.

[0009] The digital tool may be further configured to: categorize each of the at least one new activity under one of multiple activity types, each activity type corresponding to an epistemological perspective.

[0010] The digital tool may be configured such that work is organized around a plurality of activities, and wherein a sub-unit of work is defined by each use of the digital tool, a time taken to accomplish a part of the work, or each event; and wherein the digital tool is at disposal of users for each contextual activity. [0011] The digital tool may be further configured to: enable a team of the users to be defined, the team including a leader and at least one member; authorize the leader to create the workspace; and authorize the leader and the at least one member to create one or more subworkspaces under the workspace, wherein the emergence is determined at a team level with respect to the team or at an individual level with respect to one of the users of the team.

[0012] The digital tool according to claim 9, further configured to: analyze emergent data associated with the user identifier of a selected user of the team; determine a potential ability of the selected user for sensemaking in a situation characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), wherein the emergent data is associated with activities of one or both of the following activity types: exploratory activity type and investigative activity type; and in response to the potential ability determined in respect of the selected user, provide the user identifier corresponding to the selected user with rights to create one or more workspaces and to assign one or more activities to the members of the team.

[0013] The digital tool may be further configured to: identify a coaching opportunity, a learning opportunity or team-building opportunity based on the events associated at the individual level and the team level; and match candidate coaches to the coaching opportunity, wherein the coaching opportunity is characterized by one or more defined challenges.

[0014] The digital tool may be configured such that the data is associated with one or more artifacts, the one or more artifacts including socio-cultural and/or historical sources; and in which the digital tool is configured to provide a visualization of the one or more artifacts to inform a creation of the one or more new activities, wherein the visualization of the one or more artifacts further includes one or more of the following: a playback of the selected artifacts, a combination of the selected artifacts, and creating social media posts based on the selected artifacts.

[0015] The digital tool may be further configured to: suggest a social media post in response to the at least one event being input as data, wherein the social media post includes a timestamp and the visualization of the one or more artifacts.

[0016] The digital tool may be further configured to: generate and dynamically update a graphical representation of a plurality of workspaces for access by users outside the team. [0017] The digital tool may be configured such that the emergent data is drawn from different silos within the organization such that the new workspaces and the novel workspaces define non-linear work processes within the organization.

[0018] The digital tool may be configured to: categorize each of the at least one activity under one of the following activity types: an exploratory activity type, an investigative activity type, an executional activity type, a goal-setting activity type and a performance review activity type; receive the emergent data through the user interface from a plurality of users such that each of the emergent data is associated with a user identifier, the user identifier corresponding to one of the plurality of users; enable each of the emergent data to be associated with one of the activity types; and based one or more measures of each activity type associated with the user identifier, determine a capacity of the corresponding user for managing emergence.

[0019] The digital tool may be configured to provide a feedback loop to all users across boundaries to reinforce positive VUCA handling behaviours by the team.

BRIEF DESCRIPTION OF DRAWINGS

[0020] Fig. 1 illustrates a system configured to implement a digital tool according to one embodiment of the present disclosure.

[0021] Fig. 2 illustrates a workflow diagram of the digital tool.

[0022] Fig. 3 shows further functions related to a workspace or sub -workspace.

[0023] Fig. 4 illustrates an example of a user interface configured for managing workspaces or sub-workspaces.

[0024] Fig. 5 illustrates another aspect of the digital tool that is configured to manage a workspace.

[0025] Fig. 6 illustrates an aspect of a dialogue module of the digital tool.

[0026] Fig. 7 illustrates an example of the user interface configured to receive emerging data.

[0027] Fig. 8 illustrates a user interface showing an example of updating events in the digital tool.

[0028] Fig. 9 illustrates another example of updating events in the digital tool. [0029] Fig. 10 illustrates a visualization of emerging sub-workspaces that are new and/or novel.

DETAILED DESCRIPTION

[0030] In one aspect, the present disclosure provides a digital tool (1000) configured to enable organisations to surmount current challenges and build capacities ahead of future challenges brought about by VUCA (volatile, uncertain, complex, and ambiguous) environments. The digital tool is configured to receive external emergent data and to capture internal emergent data. Emergent data include emergent questions and emergent insights. Without such a digital tool, emergent data which is both abductive and fleeting in nature can be forever lost and buried in the hierarchies within the organization. This is because the systems and processes of a typical organization are mostly siloed and linear in nature, and not suited for working with emergent data. Examples of silos within an organization include, but are not limited to, traditional departments, traditional project teams, or traditional divisions, etc. It can be appreciated that data can be buried in one silo and thus be effectively lost, instead of being used by another silo. In contrast, the digital tool of the present disclosure is configured to enable an organization to perform sensemaking and concrete use of external emergent data and internal emergent data at a hierarchical micro-cognitive level, that is, regardless of the number or nature of the silos in the organization. The digital tool is configured to capture emergent data, such as learning moments, events, questions, insights, sentence fragments, etc., such that these emergent data are turned into one or more entities. In this document, the term “entities” refers to contextual, actionable and defined workspaces, goals, plans, schedules, activities, events, data, and any combination of such across time. As will be described below, some entities may have subentities. For example, a workspace may have no sub-workspaces, or it may have one or more sub-workspaces; an activity may have no sub-activities, or it may have one or more sub-activity; a goal may have no sub-goals, or it may have one or more sub-goals; an event may have no sub-events, or it may have one or more sub-events. As used herein, “entity” may be construed as also referring to the sub-entity. Similarly, for the terms referring to different types of entities (e.g., “workspace”, “activity”, “event”, “goal”, etc.), reference to a workspace for example can also be understood as reference to a sub -workspace, etc. It can be appreciated that with respect to some functionalities, the terms “workspace” and “sub-workspace” may be used interchangeably except where the context suggests otherwise. This applies similarly to the other types of entities except where the context suggests otherwise. Reference to a singular entity may be construed as including multiple entities. The digital tool is further configured to allow labelling and conversion of the emergent data, such that new and novel entities previously not conceivable can be spawned (or generated).

[0031] Fig. 1 schematically illustrates a non-limiting example of a system (100) in which the digital tool (1000) may be implemented. The system (100) may include a processor (110) and a non-transitory computer-readable medium (120). The medium may be part of data storage devices (120) storing data and instructions executable by the processor to perform a method of managing complexities. The processor (110) may be part of a server system operable with the data storage devices (120) configured to host a digital tool (1000), such that the digital tool (1000) is available to subscribers over one or more network (130). The system (100) may be configured to provide functionalities of the digital tool (1000) as a software as a service or as a platform as a service. It is to be understood that embodiments of the present disclosure are not limited to use by an enterprise, and may be used by any organization which can further comprise teams, groups, and individuals or even globally by a population of users with similar interests. Therefore, in this document, the terms “enterprise”, “organisation” and “population” may be used interchangeably. The digital tool (1000) may be used in an enterprise in which employees of an enterprise are users of the system (100). The enterprise may have any number of users, but for the purpose of illustration only a few users (151) are shown. The enterprise may choose to include its external collaborators, suppliers, or customers as users of the digital tool (1000). The enterprise typically has a client application server (150) configured to provide its employees with access to other applications and/or data, such as enterprise resource planning applications, office tools, accounting software, etc. The digital tool (1000) is further configured to provide user interfaces and synced data via multiple user devices (155), such as mobile devices, phones, notebooks, wearables, etc.

[0032] Typically, an enterprise may deal with a VUCA environment or situation by only reacting to but seldom surmounting or building capacity ahead of the situation. One reason is because most systems and processes for managing organizations today are designed based on linear paradigms. An example of how a retail company deals with trends in a reactive manner include taking steps to set up an online presence only after its traditional brick-and-mortar shops have actually experienced drastic decrease in sales. Some may try to predict upcoming trends based on past trends or current trends. For example, some may try to predict the impact of 5G technologies based on how 3G/4G technologies were adopted in the past. In contrast, embodiments of the present disclosure are configured to capture emergent data related to emergent events at the time of emergence that will tap and drive imaginations that are probable; such that when acted upon will allow organizations to harness disruptive concepts and technologies before any of its competitor, for example. To do so, the concepts of operations in organizations must themselves be based on emergence which the current disclosure enables.

[0033] In Fig. 2, each of the workspace (1010) (or sub-workspace (1012)) may be configured as a virtual container for data, in which the data includes at least one emergent data or data related to emergence. “Emergence”, or “emergent”, as used in this document, refers to a state in which it is not possible to predict what may occur in the future. It is postulated that in a state of emergence, there may be only a relatively small number of seemingly unconnected events occurring at different times. After a scenario or situation emerges and develops into a something of relevance or substance, it is only with hindsight that those events which had earlier appeared to be unconnected are recognized to be drivers of the same emergence. As such, sensemaking of emergence refers to a continual process of being able to see and leverage on new connections of relevance. An organization that has invested in capacity-building to address VUCA challenges will thus be better equipped to harness positive internal emergence and external emergence to deal with detrimental external and sometimes internal emergence. In this document, the term “emergent events” or “emergent data” refers to such early and seemingly unconnected events or data, and “emergence” refers to the state or the time in which the implication and/or potential impact of an emergent event or emergent data is yet unknown and/or unpredictable except as some kind of hunch or intuition. As a scenario or situation emerges, it could also be unknown and/or unpredictable what other emergences might be connected with an emergent event. Emergent events can have positive and generative impact on the enterprise (positive emergence), or they can have negative and de-generative impact on the enterprise (negative emergence). Emergent events can change from positive emergence to negative emergence, and vice versa, over time as the situation changes. Emergent events may arise internally within the enterprise or they may arise in the external environment. The digital tool (1000) may be configured to include at least one shared event, that is, the shared event is associated with more than one workspace. When the shared event is performed and acted upon, corresponding data/activities in the multiple related workspaces may be simultaneously updated. In some examples, one activity may be shared among multiple workspaces such that different aspects of the activity are of relevance to the respective workspaces. For example, one workspace may be concerned with the technical development of a research project while another workspace may be concerned with the financing behind the same project. The two workspaces may thus have shared activities and shared events, such that when one shared event is updated, the relevant data in both workspaces are simultaneously updated. This helps to break down silos in the organization allowing for better cross-functional epistemological sensemaking or the connections of new and relevant knowledge elements. Another way in which silos can be broken down is provided by the flexibility of the digital tool in spawning (or generating) entities without being bound to organize emergent data according to traditional linear paradigms.

[0034] Emergent workflows in an organisation according to embodiments of the digital tool (1000) will be described with reference to Fig. 2. Emerging insights (1001) and emerging questions (1002) are emergent data and are sources of triggers for novel conceptual solutions allowing organizations to break away from linear approaches in order to surmount VUCA challenges. These insights and questions can arise externally and internally to organizations and enterprises. The digital tool (1000) provides a feedback loop for organizations on which of its agents are leveraging and acting on emerging insights (1001) and/or emerging questions (1002) to create and act on these novel emerging workspaces, activities, events and data inputs to produce tangible organizational outputs. As a result, its positive agents (individual members, teams, or its sub-organizations) can be acknowledged, recognized, and rewarded, while its neutral and perhaps passive agents can be coached and constructively managed. Accordingly, the digital tool (1000) is supported by an analytics engine (1041) and various sub-modules (1040, 1041, 1042, 1043, 1044, 1045, 1046). The workflow may begin with the creation of a workspace (1010). Users may be assigned to one or more activities and events in the workspace (1010). Data is created or input to the workspace (1010). The digital tool (1000) is configured to simultaneously capture activities (1020) (or sub-activities (1022)) and their events (1030) (or sub-events (1032) as the case may be) at a team level and at the individual user level. This may involve the digital tool (1000) being configured to enable at least one activity to be defined in the workspace; enabling the at least one activity to be defined by one or more events and at least at one level; and populating the workspace with data based on actions and accomplishments of the one or more events, in which the one or more events include computerexecutable steps such that the data in the workspace is dynamically and automatically updated in response to at least one user device recording the performance of the one or more events. Based on the activities and the events in a workspace, analysis of the potential ability of the individuals and/or the team to manage future complexities is carried out by the analytics engine (1041). As new/novel entities are created, acted on, managed, and accomplished through complex recursions, and data related to them are also analyzed or otherwise used as provided by the digital tool (1000), the organization is actually building capacity to surmount potential future VUCA challenges. In particular, such capacity-building (from acting on novel entities based on emerging insights and questions) addresses both current and future VUCA challenges.

[0035] The analytics engine (1041) is configured to support complex recursion based on the various inputs captured across functions and levels of the organization. The term “complex recursion” as used in this document refers to dealing with complexity at one level and triggering the need for a novel concept to address it at the same or at another level. This may also involve triggering other complexities that need to be addressed, which in turn can trigger other complexities. When the complexities triggering end, and the arising concepts are all viable, it will return a viable solution to all other related complexities resulting in a VUCA challenge being addressed. This is an iterative process with multiple-levels of sub-processes (manual, automatic or otherwise) that are performed until all the initiating complexities are addressed with potentially one or more rise-above concepts largely derived from emerging insights and questions. As such, the digital tool (1000) can better enable organizations to take a multidimensional approach to addressing VUCA challenges, rather than linear dimensional approaches to work accomplishments where plans and their accomplishments do not rely on all-round emerging ideas and questions and seldom change or change only nominally with siloed thinking and tools. Complex recursion is based on data or inputs captured and garnered across workspaces, instead of receiving data according to individual departments or silos within the organization. The complex recursion is further configured to allow the use of triggers of emergence (such as emerging questions and emerging insights) as the basis for new and novel workspaces and their associated activities and events, which when acted upon will lead to the actualization of novel solution concepts meant to address the VUCA challenges.

[0036] In another aspect, the digital tool (1000) is configured to enable a team to manage and process the data collected by the team (as individual or as a team) with the aid of the workspaces. A user assigned an activity will be permitted to input work and emergent data into the relevant workspace (or sub-workspace), in which the data includes insights among the triggers of emergence. The digital tool is configured to enable the users to build and reflect upon such emerging insights (1001), emerging questions (1002), for new and novel epistemological connections from the data to trigger new and novel workspaces. The digital tool may be configured to facilitate complex recursive reflections, or complex recursions all round even when a user is working in a seemingly unrelated workspace where complexity is encountered, to unearth further possible emerging insights and emerging questions (1001, 1002) so that new epistemological connections can be made across organizational silos. The digital tool may be further configured to include dialogue modules (1003). The dialogue modules (1003) may be embodied as a cluster of email, instant messaging or video conference modules or others, to better support collective complex recursive reflections. In this document, “emerging insights” refer to very specific and contextual realizations that adds clarity or understanding of an aspect of possible or potential future complexities, in which taking action based on such realizations will result in previously unconceived mental and/or physical tangible outcomes for the organization. As the users contribute input to a contextual workspace (1010), they are creating a body of knowledge that can form the basis of new emerging insights and new emerging questions leading to new and novel conceptual solutions. Emerging insights and emerging questions (whether derived from the data in a workspace or obtained through an intuitive inductive or abductive leap in thinking while reflecting on the outputs of the analytics engine (1041)) can in turn recursively form the basis for further emerging insights and novel conceptual solutions. In this document, the terms “new” and “novel” are defined relative to the epistemological boundaries of the organization. “New” describes what is previously not known within one or more epistemological boundaries of the organization, and “novel” describes what is previously not known both within and beyond the epistemological boundaries of the organization, i.e., the external world. In most organizational contexts, more effective individuals and teams are potentially those that can turn emerging ideas (which lack clarity and concreteness) into tangible concepts and outcomes. As such this digital tool (1000) will also filter out the individual and teams that do not embrace emergence, i.e., the passive agents. Also, in practical and advanced implementations, the digital tool (1000) enables the application of machine learning algorithms, e.g., to suggest probable epistemic connections or anomalous emergent behaviours, together with facilitated complex recursions to shape these emergence to new and novel realities inconceivable at the beginning of a series of inputs to the digital tool (1000).

[0037] Each workspace of this disclosure can allow a diverse team of interacting users to be formed. A team of users associated with a workspace can include users from different organisations, silos (e.g., departments, roles, levels of hierarchy), or groups (e.g., grouped by training, experience, etc). The digital tool (1000) enables the enterprise to operate with employees in their traditional roles (e.g., procurement, marketing, design, production, etc.) while concurrently being part of diverse teams so that the enterprise can tap on a greater variety of inputs. Compared to conventional organizational management systems, the digital tool (1000) of the present disclosure is configured to facilitate more inclusive and more diverse inputs and use across functional and hierarchical silos in the typical enterprise and their workspaces.

[0038] Referring to Fig. 3, an aspect of the digital tool (1000) includes the use of workspaces (1010) (or sub-workspaces (1012) as the case may be) to enable non-linear work processes for one or more teams within the enterprise. In on example, the digital tool (1000) enables nonlinear work processes by enabling the organization to draw on emergent data from different silos within the organization. Non-linear work processes are also enabled when the digital tool (1000) is used to spawn (or generate) new workspaces (or new sub-workspaces) and/or new activities (or new sub-activities). A user can be granted rights as a leader or as a member relative to a workspace. Only assigned users or leaders can create a first workspace (1000), that is a workspace that is not a sub-workspace of another workspace/sub -workspace. After which leaders in collaboration or members alone can create new sub -workspaces (1012). The configurations of these sub-workspaces correspond to a representation of the conceptual strategy for accomplishing the first workspace initiated by the leader. For example, a user who is designated a leader creates (2000) a first workspace in which other users are members. Any of the members or the leader of the workspace can create new activities within the first workspace (2010). If a domain area within a workspace requires a deeper study (deep dive), any of the members or the leader of the workspace can create (2100) a new sub -workspace. Any of the members or the leader of the workspace can create new activities within the subworkspace (2110). In some examples, the digital tool (1000) is configured such that, in response to a new emergent data (emerging insight or emerging question) resulting from complex recursion, one or more of the following may be created: a new workspace, and a new sub-workspace within the workspace; and creating at least one new activity in the new workspace or the new sub-workspace, in which the at least one new activity is designed (or intended) to address a gap highlighted by the new emergent data. When any of the members or the leader completes an activity by completing a last event, the member or the leader can relate the completed last event to a relevant activity within the workspace or the sub-workspace (2020, 2220). A user may be a leader for one workspace while being a member of another workspace. For example, the second user is a member of the first workspace while at the same time serving as the leader of a second workspace. In practical implementation, each user is identifiable by a unique user ID (user identifier), and each user ID may be tagged as a leader or a member with respect to a specific workspace.

[0039] Fig. 4 illustrates a non-limiting example of a user interface (1006) that may be provided on any of the user devices (155) by the digital tool (1000). The user interface (1006) is configured to provide the user with a view of workspaces (210) and to enable the user to manipulate workspace icons (210) corresponding to the respective workspaces, and to manipulate sub-workspace icons (220) corresponding to the respective sub-workspaces. Another non-limiting example of heatmap/tree-map user interface (1008) is also illustrated in Fig. 10. Activity icons (230) (and/or sub-activity icons (1022)) may be provided as a graphical representation of corresponding activities (1020). In this example, three workspace icons (210) are represented in an interactive panel. One or more of the workspaces/sub-workspaces may be retrieved or accessed, for example, by selecting a corresponding item in a menu (260). Navigation tools (262) may be provided. The user interface (1006) is configured to enable creation (2000) of one or more workspaces (1010), and optionally, to enable creation (2100) of one or more sub -workspaces (1012). As illustrated, each workspace (1010) may have any number of sub-workspaces (1012). In each workspace, users may create and/or update one or more activities (1020) and sub-activities (1022), and in each sub-workspace, the users may create and/or update one or more activities (1020) and sub-activities (1022). The digital tool (1000) is configured to enable flexible creation of workspaces, sub-workspaces, and activities therein. For example, in a workspace for exploring offshore energy harvesting, there may be several activities as well as several sub-workspaces. The activities may include “literature research”, “budgeting”, “project management”, etc. If one or more activities are deemed related, the activities may be managed within a sub-workspace. For example, a sub-workspace for activities related to “standards and legislation” may be created to keep track of changes in relevant law, lobbying efforts, compliance issues, etc. Another sub-workspace may be created for a deep dive into a specific geographical location. Yet another sub-workspace may be created for research collaboration with a university partner. Some of the activities or workspaces/sub- workspaces will contribute more towards the capacity-building that is potentially useful for managing and surmounting VUCA challenges and these are typically the new and novel workspaces that are emerging and that are exploratory activities laden.

[0040] The digital tool (1000) is configured to enable the capture and labelling of emergent data. Fig. 5 is a non-limiting illustration of the user interface (1006) when the user clicks on or hovers over a workspace icon (210) or a sub-workspace icon (220). A pop-up menu (300) may appear to provide various additional options for selection, for example, adding an activity to the workspace (or the sub-workspace as the case may be), showing a planner view (such as a time-based view of pending tasks for a team), and/or showing the events/sub-events history (330) of the selected workspace (1010) or activity (1020) (or the sub-activity (1022) as the case may be). One example of the event history (330) includes records (310) of events/sub-events (1030,1032) related to an activity/sub-activity (1020, 1022) in the selected workspace/sub- workspace (1010, 1012). Artifacts (320) of any type - such as files, emails, recordings of video conferences, labels, insights, questions - may be created and associated with the events. The digital tool (1000) may be configured to update the event history from time to time, as and when an event is completed, such that the event history is built upon emergent data. In one example, a user completes testing of a prototype wind energy harvester. This may be recorded as an event when part of an electronic workflow is performed (such as the transmission of an email), and the test data may be recorded as an artefact associated with the event. In other words, the digital tool may be configured to carry out a method including enabling at least one activity to be defined in the workspace (or the sub-workspace); enabling the at least one activity to be defined by one or more events; and populating the workspace with data based on a performance of the one or more events. The one or more events may include computerexecutable steps such that the data in the workspace (or sub-workspace) is dynamically and automatically updated in response to at least one user device recording the performance of the one or more events. As described above, the digital tool (1000) may be configured to acquire input in the course of the users using other third-party applications (1032), including but not limited to, office tools (for word processing, preparation of spreadsheets, database management, internet browsers, internal/external emails and/or messaging, internal/external video conferencing, etc.), enterprise management (for enterprise resource management, accounts, customer relationships management, etc.), and/or specialized software (for product design, coding, testing, shopfloor management, shopfront event management, etc.) The input may be used to result in a change in status of an activity from a pending completion status to a completed status. The input may be used to validate the completion of an activity.

[0041] In one example, in the course of a workday, a user from a product development unit may prepare some drawings for a new prototype. In response to time spent by the user at a computing device doing this work, a unit of work done (with a very specific start-state and endstate) is recorded as an event. With respect to the system, the event includes a meaning of the work done and also a time-stamp (log of time taken, log of when the work was done, etc.) of the work done. The event may be recorded even if the activity has not been fully accomplished. For example, in the case of an executional activity, the event may be recorded even if not all goals of the activity have been accomplished. In the case of exploratory activities or investigative activities, the activity may not even have a definable end-point, but work done towards accomplishing the activity is similarly captured by the system on a day-to-day basis, or as-and-when work is done in relation to the activity. Although the digital tool (1000) can be configured to automatically capture events that can be tracked automatically, for example, when the work done is primarily done with the aid of a software applications enabled with Application Programmable Interfaces (APIs), in reality, different organizations are at different stages of digitalization or automation. The user interface (1006) is configured to allow users to manually input events into the digital tool (1000). Thus, it can be understood that the extent to which an activity is deemed “completed” for the sake of recording an “event” can be determined by the user. In semi-automatic or automatic configurations, the event can be recorded in response to a predetermined condition being met.

[0042] The digital tool (1000) is configured to perform a method in which, from time to time, or in response to an input to the workspace, complex recursion is executed based on selected data in the workspace (1010) (or the sub-workspace (1012) as the case may be). The selected data refers to data that is selected from the data contained in the workspace/sub-workspace, and the selected data includes at least one emergent data. The at least one emergent data is characterized at the time of emergence by having no direct relationship of cause or effect relative to at least one other data contained in the workspace. The digital tool (1000) is configured such that, based on a result of the complex recursion, a possible connection between at least two of the emergent data is identified. The possible connection is one that points to a potential emergence. The workspace (or the sub-workspace) may be configured to be populated by a plurality of emergent data received through respective user interfaces. The plurality of emergent data includes at least one emergent insight and/or at least one emergent question.

[0043] The digital tool (1000) is configured to define multiple activity types, in which each activity type describes activities according to one of many possible epistemological perspectives. The examples described here are therefore non-limiting. The digital tool (1000) is configured to define at least a first activity type and a second activity type based on the respective epistemological perspective. From a certain epistemological perspective, the user (or the enterprise) perceives that there is no apparent answer for a VUCA situation. The first activity type is therefore associated with exploratory activities. From another epistemological perspective, the user (or the enterprise) perceives that some but not all answers are known for a VUCA situation. The second activity type is therefore associated with investigative activities. The digital tool (1000) can also be configured to define a third activity type based on another epistemological perspective. In the third type of epistemological perspective, the user (or the enterprise) perceives that all answers are known, such that the situation is not a VUCA situation. The third activity type is therefore associated with executional activities. Executional activities may be described as being relatively more structured, or being more routine or with more predictable outcomes. Such activities can usually be defined in terms of one or more goals (or sub-goals as the case may be), and each goal may be further broken down into one or more sub-goals corresponding to various levels of goal-setting activities. The digital tool (1000) may be configured such that if an activity has a relatively more structured or defined way of being accomplished, the activity is categorized as an executional activity type of activity.

[0044] Some activities may be relatively less structured, and may involve cyclical occurrences or iterative attempts, or even trial-and-error, in the course of being accomplished. The digital tool is configured to categorize such an activity/event as either an exploratory activity type or an investigative activity type. In other words, if accomplishing the activity (or an event under the activity) is expected to require more creativity or ingenuity than adherence to a standard operating procedure, the activity/event is categorized under either an exploratory activity type or an investigative activity type. With a certain complex recursion framework, the digital tool (1000) may be configured to categorize the activity/event under the exploratory activity type or the investigative activity type, if the activity/event is associated with iterative trial-and-error processes. Activities to be categorized under the exploratory activity type may have any one or more of the following features: there are no precedents, there are no known answers to questions, it is not clear what questions would be relevant, there is a general lack of clarity and information. Examples of activities to be categorized under the investigative activity type include those primarily involving investigation, research, and development (R&D), etc.

[0045] The digital tool (1000) may be configured to have different number of activity types and to name each of the activity types differently from the examples given here. Regardless of the names used, the digital tool (1000) is configured to provide at least one exploratory activity type for activities (or sub-activities as the case may be) characterized as being exploratory in nature, at least one investigative activity type for activities (or sub-activities as the case may be) characterized as being investigative in nature, and at least one executional activity (or subactivities as the case may be) and other types of activities including goal-setting activities and achievements-review activities. According to some embodiments, the digital tool (1000) is configured to capture data as inputs, in which the data corresponds to some trigger of emergence. In some examples, the digital tool (1000) is configured with one or more user interface (1006) so that one or more of such data can be input to the digital tool on a real-time basis. The term “data” is used loosely to refer to data and/or information that can be human- readable and/or machine-readable.

[0046] Examples of different types of inputs or triggers of emergence include external perspectives, external ideas, external complexities, internal complexities, internal perspectives, internal dialogues, external dialogues, internal ideas, and insights, etc. In this document, “triggers of emergence” refer to data corresponding to ideas, situations, dialogue, insights, perspectives, questions etc., which may be used (according to embodiments of this disclosure) to help the enterprise retrospectively pinpoint events of emergence (emergent events). In practical implementation, at the time when data is received by the digital tool (1000), the user may not be aware of the implication of the data. That is to say, from the perspective of the user, he/she seems to be using the digital tool to collect data, in which the data corresponds to ideas, concepts, goals, mission statements, vision statements, strategies, problems, questions, complexities (difficulties), etc. Some of the input may be drawn from artifacts such as books, journal articles, websites, images, audio recordings, video recordings, etc. The data that is input to the digital tool may be described as micro-level event data, that is, seemingly unrelated and disparate data, and the meaning or implications of such data to a future trend may not be clear and needs further sensemaking to identify further probable connections or meanings that relevant and beneficials to organizations.

[0047] Optionally, the digital tool (1000) may be configured to provide the user interface (1006) through user devices (155), including the computing devices used by the users in the course of work, such as desktops, notebooks, tablets, mobile phones, wearables, etc. Optionally, the user devices (155) configured with the user interface (1006) include mobile devices that can be easily accessed by the users at any time wherever they may be, online or off-line. The inputs (1001, 1002) may include data manually keyed in or otherwise provided by the users to the digital tool (1000). The inputs can also include data that is selectively or automatically captured in the course of the users doing their work. For example, the digital tool (1000) may be configured to operate together with a plug-in, in which the plug-in is configured to capture a selected part of an email or other online resources for use as an input.

[0048] Fig. 6 shows an example of a user interface (1006) configured to further enable this process. In this example, the user interface (1006) integrates one or more types of dialogue modules (1003) with a workspace. The dialogue modules may operate with third party applications (1032) from other software vendors, such as email applications (320). In some examples, the dialogue modules (1003) provide for interactions between users to be tracked in the form of conversation threads. Each conversation thread (340) may be identified by a subject unique within the enterprise. More than two users may be included in the same conversation thread (340). As users exchange messages through the dialogue application, any of the users may select one of the messages (350) such that the digital tool (1000) receives related data as an input, and further, such that the digital tool (1000) receives the input as an emerging insight (1001). The emerging insight (1001) may serve as the basis for further analysis, including complex recursion, triggering further workspaces/sub-workspaces creation, creation of activities, etc.

[0049] Fig. 7 illustrates an example in which a user interface (1006) is provided through a mobile user device (155) such that the user can input or view insights through an insights view (410). Such an interface allows any users in an organization to capture emergent data whenever and wherever they are which could otherwise be lost and not acted upon given their fleeting and abductive nature. The user interface provides a text box (420) for creating a new entry (430) for data relating to a new emerging insight. Each emerging insight input to the digital tool is tied to a timestamp (431) and a selected workspace (1010) which could be further associated with its sub-workspaces (1012) and activities/ sub-activities (1020,1022). The emerging insight can also be associated with one or more artifacts (320). An artifact in this case may be a link to, an address of, or data related to a file, a picture or a video captured through a camera, a saved image or video, a voice recording, or a QR code / web link. In some examples, the data corresponding to the emerging insight may be at least a part of a text file, an audio recording, a video recording, and/or a mixed media consisting of any combination thereof, such that the data can be processed by a processor and stored in a computer-readable medium. The user interface (1006) may be further configured to enable access to other views (450) or functions (460) provided by the digital tool (1000) and/or third-party applications (1032). [0050] In another aspect, embodiments of the digital tool (1000) include a computing device- operable system configured to integrate daily operations of an organization with efforts to proactively harness and develop disruptive solutions to surmount a VUCA environment. In some embodiments, the digital tool is configured to more deeply leverage on activities performed in the organization such that they can also serve as sources of emerging insights and emerging question in specific epistemological states of operations. The digital tool is thus configurable to receive data from office tools, enterprise resource planning (ERP) systems, etc., such that the data is received as insights with respective associated workspaces or sub-workspaces and their related activities.

[0051] Fig. 8 illustrates an events view (610) provided by the user interface (1006). The events view (610) is configured to enable input (420) of data relating to completed activities (1020) or events (1030). The input is recorded (520) by the digital tool. A status (530) of the completed activity (1020) or of the event (1030) may be updated accordingly.

[0052] Yet another example of the user interface (1006) is shown in Fig. 9. The events view (610) is connected to a calendar (450). The user interface may be configured to show the activities pending completion (620) by the user on a particular day, or in a selected week or in a selected period of time. As each activity is completed, the digital tool records the completion of the activity. For example, the digital tool may be configured to record a completed activity or to change a status of the activity to reflect that it is now completed, in response to a document/file being saved and/or sent by the user. Upon completion of an activity, the digital tool requires the user to relate the completed activity/event (630) with an activity type (640) under the relevant workspaces. The user interface (1006) may be configured to enable a drag- and-drop action or other ways to classify the event or sub-events (1030,1032) under one of different activity types (640) and relevant workspaces.

[0053] Referring again to Fig. 2, in another aspect, embodiments of the digital tool (1000) include a computing device-operable system configured to integrate leadership management with efforts to pro-actively harness the next disruption from a VUCA environment. The digital tool (1000) can be used in conjunction with a conventional human resource management system, so that the conventional system can be used to carry out the typical processes such as payroll, etc. In contrast to conventional human resource management system, the leadership management aspects of the digital tool relate to developing leaders for the purpose of managing future complexities. The digital tool (1000) may be configured to categorise each activity under one of the following, but however not limited to, activity types: an exploratory activity type, an investigative activity type, an executional activity type, a goal-setting activity type and a performance review activity type. The digital tool may be configured to receive the emergent data through the user interface from a plurality of users, in which each of the emergent data is associated with a user identifier. The digital tool may be configured to enable each of the emergent data to be associated with one of the activity types; and based one or more measures of each activity type associated with the user identifier, determine a capacity of the corresponding user for managing emergence.

[0054] In one aspect, the digital tool (1000) is configured to provide artifacts management (1040). In some embodiments, the digital tool (1000) is configured to enable one or more artifacts to be archived in association with one or more of the inputs (triggers of emergence and/or events). Examples of artifacts include socio-cultural and/or historical sources, digital tool (1000) may be configured to provide a visualization of the emergence of selected artifacts so as to inform the generating of the one or more activities. The visualization may further include one or more of the following: a playback of the selected artifacts, a combination of the selected artifacts, and creating social media posts based on the selected artifacts. The digital tool (1000) may be configured such that the artifacts management provides suggestions for a social media post in response to an event being captured. The social media post may include a time-stamp and a meaning of the event. For example, the digital tool may be configured such that the collected artifacts are stored digitally in the system database and organized according to workspaces, activities, events, and/or triggers of emergence. The digital tool (1000) may be configured to facilitate complex recursion in which inputs to the complex recursion include one or more artifacts, and wherein intermediate outcomes or outputs of the complex recursion include (and are not limited to) further insights, activities, etc. The digital tool (1000) may be configured to provide content ready for use in social media posts. The user interface (1006) may accordingly be configured to enable direct posting to social media.

[0055] Traditional organisations are typically structured according to operational functions, for example, an enterprise may be divided into a production division, a marketing division, a sales division, an administration division, a supplier chain management division. In contrast, the digital tool (1000) enables the organization to build a team in which the members are selected from across the organization, for example, where the members in the same team come from different divisions or departments. Preferably, the digital tool (1000) operates to build teams with a relatively high degree of diversity in terms of the members’ traditional roles and functions within the organization.

[0056] In one aspect, the digital tool (1000) is configured with a leadership management module (1044). The leadership management module (1044) may be configured to quantify leadership behaviour by determining a leadership capacity value corresponding to a user’s leadership behaviour. The leadership capacity of a user can be a quantified value based on the rates at which emerging relevant connections, new and/or novel entities are created by the user to produce novel emerging tangible outcomes. The leadership capacity value can also be a quantified value based on input from the one or more events captured at the individual level and at the team level. The digital tool (1000) may be configured to analyze emergent data associated with the user identifier of a selected user of the team; determine a potential ability of the selected user for sensemaking in a situation characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), in which the emergent data is associated with activities of one or both of the following activity types: exploratory activity type and investigative activity type. In response to the potential ability determined in respect of the selected user, the digital tool may be configured to assign the selected user with the rights to create one or more workspaces, and with the rights to assign one or more activities to other members of the team. The leadership management module can also be configured to use the leadership capacity value to provide a visualization of the user’s leadership behaviour. The leadership management module may be configured to enable the user to access the visualization of the user’s own leadership behaviour. The visualization may be configured to be dynamically updated when more events are captured in the course of work being done by any of the users in the team. The leadership management module may be further configured to use the leadership capacity value to provide feedback and/or a reward recommendation at the individual level and/or at the team level. The leadership capacity value may be used to select a member from a team to be the leader of the team. For example, the digital tool (1000) may be configured to provide an indication of which user or which team has been less active or more active in creating exploratory types of activities or investigative types of activities compared to executional ones, and corresponding indicate the leadership capacity for the purposes of leading organizations to surmount VUCA challenges.

[0057] The analytics engine (1041) may be configured to identify the workspaces with a comparatively higher percentage of exploratory activity types. Such workspaces may be used as an indicator of an emerging future area of VUCA. When the team and its individual members acquire knowledge and gain more insight on the subject matter (or content) of the workspace, the team is actually also preparing to manage future complexities by getting a head-start in such emerging areas. As the team acquires more knowledge and information, the amount of the investigative activity type of activities within the workspace may increase while the explorative types may decrease. When a workspace is dominated by executional activities, it may be an indication that the subject matter of the workspace is less likely to be a potential area of emerging VUCA until new and novel workspaces comprising higher percentages of exploratory activity types are correspondingly triggered by emerging insights (1001) and emerging questions (1002) to be set up or created.

[0058] As and when a leader or a member of the team completes an activity, the digital tool (1000) records the completion of the related events and their associated artifacts (320) and achievements (1031) in the artifacts management system (1040). For example, when the user completes an activity (1020) (or sub-activity (1022) as the case may be), the completed activity and its related events and artifacts are archived in the artifacts management system (1040) for analysis by the analytics engine (1041). Examples of the artifacts include, text file, spreadsheet, voice recording, image, achievements, and associated workspaces or sub-workspaces. In this document, an “event” also includes the instance an activity is completed and other events leading to the activities’ completion. The events can be recorded as an activity completed by other team members’ contributions. At the same time, the event can be recorded as an activity completed by a user as an individual. After a period of time when sufficient data has been collected in the artifacts management system (1040), the analytics engine (1041) is able to analyze the performance and/or potential of the individual and/or team in the context of how well they deal with unknown, uncertain, complex and/or ambiguous situations. One example of the analysis enabled by the digital tool (1000) includes a heatmap/tree-map (1008) (see Fig 10) which can be presented as part of a dashboard display (1046) enabling the users to clearly visualize the breakdown of workspaces, sub-workspaces. The heatmap/tree-map is configured to show which entities correspond to emergence data that are novel and which entities correspond to emergence data that are new. The digital tool (1000) may also allow such heatmaps/tree-maps to be made interactive, such that the user can drill down each heatmap/tree-map component to access further details (e.g., as shown in Fig. 5). The dashboard display may also be further configured to show which user or which team has been more active in delivering outcomes by completing the exploratory type of activities or the investigative type of activities. Another kind of analysis may involve analysing the relative contribution by the users or by the teams towards an activity type. The digital tool (1000) may therefore be described as having a performance module (1045) configured to record, measure and/or analyze performance and/or achievements (1031) at the individual user level and/or at the team level.

[0059] The digital tool (1000) may include a team building module (1043) configured to provide team building functionality. Based on historical records and other data captured by the digital tool (1000), more effective teams can be built, in particular to address future problems of high complexities rather than those that are less complex . When an opportunity is identified (for example, based on input from the one or more events captured at the individual level and at the team level), the digital tool (1000) may be used in conjunction with a traditional human resource management software to identify users for forming a new team. A leader of the new team can create new workspaces and sub-workspaces using the digital tool (1000). As the team works through the various activities, the digital tool (1000) can concurrently quantify the potential of each member based on input from one or more events captured at the individual level and at the team level. In this manner, each user can be assessed in terms of his/her potential ability to address future complexities in the context of a team, whether the user is a high performing leader/member, the activity type at which the user excels, etc. For example, the user may be assessed in terms of the quantity and/or the quality of contributions to the creation of workspaces/sub-workspaces and/or exploratory activity type and/or investigative activity type, such that his/her potential ability to excel in a VUCA environment can be determined in a relatively objective manner or in an evidence-based manner. As more and more teams are put through their paces through surmounting complex problems using complex recursion, it can be said that VUCA team buildings have actually taken place.

[0060] The leadership management module (1044) may further include or operate in conjunction with a learning management module (1042). The learning management module (1046) provides a function of distilling a context for a learning process structured by the configurations of entities. The learning management module may be configured to distil the selected artifacts which are associated with the learning process. The learning process may be configured to include one or more of the following: a knowledge acquisition process, a participation process, and a knowledge creation process. These learning processes are correlated to the types of activities that are configurable with this digital tool (1000). Exploratory and investigative activities are potentially the activities that have the potential for the greatest learning opportunities. Executional activities while normally synonymous with the least opportunities to learn could also be a source for learning so long as a user’s inquisitiveness can unearth emerging insights and questions from conducting them.

[0061] The learning management module (1042) may further include coaching and mentoring aspects. Based on the data (including inputs, events, etc.) collected at the individual and/or team level, the digital tool (1000) can identify the users who may potentially benefit from coaching and/or mentoring in specific aspects, so that they can be better equipped to address future complexities. In some examples, the learning management module is configured to identify a coaching opportunity based on events captured at the individual level and the team level, where certain individuals and/or team compares less favourably with other individuals and/or teams in creating or completing exploratory activity type or investigative activity type of activities. The digital tool may be linked to one or more sources of potential coaches/mentors, such that a match between candidate mentees/trainees and candidate mentors/coaches can be suggested. Candidate coaches/mentors may be drawn from third parties outside the organization (external candidate coaches/mentors) or from the users in the organization (internal candidate coaches/mentors), and candidate coaches/mentors can be selected on the basis of their potential ability to address future complexities. In an example where the candidate coach is a user of the digital tool (1000), the user’ s suitability as a coach/mentor can be assessed based on the track record of the candidate coach in leading teams in workspaces/sub- workspaces with a relatively high contribution rate in exploratory activity type and/or investigative activity type of activities, a relatively high completion rate in exploratory activity type and/or investigative activity type of activities, etc. In this manner, the digital tool (1000) provides a more objective and evidence-based method of matching the trainee/mentee with a coach/mentor for the purpose of improving the way the enterprise responds to future complexities.

[0062] The digital tool (1000) can be configured to heighten emergence awareness throughout the enterprise. The digital tool (1000) can be configured to generate and dynamically update a graphical representation of a plurality of selected workspaces or all workspaces in the enterprise. The graphical representation of the workspaces incorporates information related to the activities and the events associated with respective ones of the workspaces. The digital tool is configured so that the workspaces are visible to users across the functional and hierarchical boundaries in the organization. In a preferred embodiment, a real-time pulse of the enterprise (for example, in terms of what the enterprise is doing to manage a VUCA world) may be known at all time to all users in the enterprise and displayed on a monumental dashboard. This awareness of the state of emergence in turn informs or inspires more insights which the users can input to the digital tool (1000).

[0063] To aid understanding, the system/digital tool has been described in terms of modules, such as the leadership management module, etc. However, it will be understood that in different embodiments and in actual implementation, there may not be a distinguishable physical processor or hardware corresponding to each of the modules, and that there is a high degree of integration between the respective parts of the digital tool.

[0064] The present disclosure proposes that organizations themselves need to acquire a quality of emergence in order to manage and flourish in a VUCA (volatile, uncertain, complex, and ambiguous) world. According to one aspect of the present disclosure, the digital tool and/or related processes enable organizations to break away from a linear management paradigm, for example, by enabling organizations to reduce reliance on predictive tools to predict future outcomes. According to another aspect, the digital tool and/or processes provide tools for continuous planning and re-planning, and grouping and re-grouping, while at the same time, enabling the organization to be more focused on countering or surmounting the VUCA world. In this manner, the digital tool and/or processes pushes members of the organization to constantly challenge themselves to explore unchartered territories at many levels. As a result, the organization can build capacities to surmount VUCA situations, for example, by being better positioned to exploit opportunities when a VUCA situation arises. In yet another aspect, the digital tool and/or processes is configured to engage users of the enterprise at all levels in managing in a VUCA environment. The term “manage” in this disclosure is used as an all- encompassing term that includes to organize, to lead, to surmount, to align, to harness, to coach, to educate, to build, to develop, to incentivize, to celebrate and to stretch the potential of the enterprise’s human resources.

[0065] It will be understood that the components of the embodiments, as generally described and illustrated in the figures herein, may be arranged and designed in a wide variety of different configurations in addition to the described example embodiments. Reference throughout this specification to “one embodiment”, “another embodiment” or “an embodiment” (or the like) means that a particular feature, structure, or characteristic described in connection with the embodiment is included in at least one embodiment. Thus, the appearance of the phrases “in one embodiment” or “in an embodiment” or the like in various places throughout this specification are not necessarily all referring to the same embodiment. As used herein, the singular ‘a’ and ‘an’ may be construed as including the plural “one or more” unless clearly indicated otherwise.

[0066] This disclosure has been presented for purposes of illustration and description but is not intended to be exhaustive or limiting. Many modifications and variations will be apparent to those of ordinary skill in the art, without departing from the scope of the disclosure. One skilled in the relevant art will recognize, that the various embodiments can be practiced without one or more of the specific details, or with other methods, components, materials, etc. In other instances, some or all known structures, materials, or operations may not be shown or described in detail to avoid obfuscation.

Claims

1. A digital tool configured to manage and build capacities for surmounting VUC A challenges, the digital tool is implementable by a processor and a non-transitory computer- readable medium, the medium storing instructions executable by the processor such that the digital tool is configured to: enable entities to be generated based on emergent data, the entities including new workspaces and novel workspaces, the new workspaces and the novel workspaces being defined relative to evolving epistemological boundaries of an organization; and as and when additional emergent data is captured by the organization, adding the additional emergent data into related entities of the organizations, such that further entities can be generated.

2. The digital tool of claim 1, further configured to: create at least one workspace, the workspace being configured as a virtual container for data, the data including the emergent data; from time to time, or in response to an input to a workspace, execute complex recursion based on selected data in the workspace, the selected data being selected from the data contained in the workspace, wherein the selected data includes the emergent data, and wherein the emergent data is input to the workspace at a time of emergence, the emergent data being characterized at the time of emergence by having no direct relationship of cause or effect relative to at least one other data contained in the workspace; and based on a result of the complex recursion, allowing cross-functional sensemaking based on the emergent data selected from different workspaces, wherein the sensemaking includes making possible connection points to a potential emergence across entities

3. The digital tool of claim 2, wherein the workspace is configured to be populated by a plurality of emergent data received through respective user interfaces, and wherein the plurality of emergent data comprises at least one emergent insight and/or at least one emergent question.

4. The digital tool of claim 3, further configured to: enable at least one activity to be defined in the workspace; enable the at least one activity to be defined by one or more events; and

26 populate the workspace with data based on a performance of the one or more events, wherein the one or more events include computer-executable steps such that the data in the workspace is dynamically and automatically updated in response to at least one user device recording the performance of the one or more events.

5. The digital tool of claim 4, further comprising: in response to a new emergent data resulting from the complex recursion, create one or more of the following: a new workspace and a new sub-workspace within the workspace; and create at least one new activity in the new workspace or new sub-workspace, wherein the at least one new activity designed to address a gap or resolution needed resulting from the new emergent data.

6. The digital tool of claim 5, wherein: at least one shared event or shared activity is associated with more than one workspace or sub-workspace, such that performance of the at least one shared event simultaneously updates the data in the more than one workspace or sub-workspace.

7. The digital tool of claim 6, further configured to: categorize each of the at least one new activity under one of multiple activity types, each activity type corresponding to an epistemological perspective.

8. The digital tool according to claim 7, wherein work is organized around a plurality of activities, and wherein a sub-unit of work is defined by each use of the digital tool, a time taken to accomplish a part of the work, or each event; and wherein the digital tool is at disposal of users for each contextual activity.

9. The digital tool according to claim 8, further configured to: enable a team of the users to be defined, the team including a leader and at least one member; authorize the leader to create the workspace; and authorize the leader and the at least one member to create one or more sub-workspaces under the workspace, wherein the emergence is determined at a team level with respect to the team or at an individual level with respect to one of the users of the team.

10. The digital tool according to claim 9, further configured to: analyze emergent data associated with the user identifier of a selected user of the team; determine a potential ability of the selected user for sensemaking in a situation characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), wherein the emergent data is associated with activities of one or both of the following activity types: exploratory activity type and investigative activity type; and in response to the potential ability determined in respect of the selected user, provide the user identifier corresponding to the selected user with rights to create one or more workspaces and to assign one or more activities to the members of the team.

11. The digital tool of claim 10, further configured to: identify a coaching opportunity, a learning opportunity or team-building opportunity based on the events associated at the individual level and the team level; and match candidate coaches to the coaching opportunity, wherein the coaching opportunity is characterized by one or more defined challenges.

12. The digital tool of claim 11, wherein the data is associated with one or more artifacts, the one or more artifacts including socio-cultural and/or historical sources; and wherein the digital tool is configured to provide a visualization of the one or more artifacts to inform a creation of the one or more new activities, wherein the visualization of the one or more artifacts further includes one or more of the following: a playback of the selected artifacts, a combination of the selected artifacts, and creating social media posts based on the selected artifacts.

13. The digital tool of claim 12, further configured to: suggest a social media post in response to the at least one event being input as data, wherein the social media post includes a time-stamp and the visualization of the one or more artifacts.

14. The digital tool of claim 13, further configured to: generate and dynamically update a graphical representation of a plurality of workspaces for access by users outside the team.

15. The digital tool of claim 1 , wherein the emergent data is drawn from different silos within the organization such that the new workspaces and the novel workspaces define non-linear work processes within the organization.

16. The digital tool of claim 7, configured to: categorize each of the at least one activity under one of the following activity types: an exploratory activity type, an investigative activity type, an executional activity type, a goalsetting activity type and a performance review activity type; receive the emergent data through the user interface from a plurality of users such that each of the emergent data is associated with a user identifier, the user identifier corresponding to one of the plurality of users; enable each of the emergent data to be associated with one of the activity types; and based one or more measures of each activity type associated with the user identifier, determine a capacity of the corresponding user for managing emergence.

17. The digital tool of according to any one of claims 10 to 16, configured to provide a feedback loop to all users across boundaries to reinforce positive VUCA handling behaviours by the team.

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