Building on existing forms of critical, cultural, biopolitical, and sociopolitical posthumanism, in this text a new framework is developed for understanding and guiding the forces of technologization and posthumanization that are reshaping contemporary organizations. This ‘organizational posthumanism’ is an approach to analyzing, creating, and managing organizations that employs a post-dualistic and post-anthropocentric perspective and which recognizes that emerging technologies will increasingly transform the kinds of members, structures, systems, processes, physical and virtual spaces, and external ecosystems that are available for organizations (...) to utilize. It is argued that this posthumanizing technologization of organizations will especially be driven by developments in three areas: 1) technologies for human augmentation and enhancement, including many forms of neuroprosthetics and genetic engineering; 2) technologies for synthetic agency, including robotics, artificial intelligence, and artificial life; and 3) technologies for digital-physical ecosystems and networks that create the environments within which and infrastructure through which human and artificial agents will interact. -/- Drawing on a typology of contemporary posthumanism, organizational posthumanism is shown to be a hybrid form of posthumanism that combines both analytic, synthetic, theoretical, and practical elements. Like analytic forms of posthumanism, organizational posthumanism recognizes the extent to which posthumanization has already transformed businesses and other organizations; it thus occupies itself with understanding organizations as they exist today and developing strategies and best practices for responding to the forces of posthumanization. On the other hand, like synthetic forms of posthumanism, organizational posthumanism anticipates the fact that intensifying and accelerating processes of posthumanization will create future realities quite different from those seen today; it thus attempts to develop conceptual schemas to account for such potential developments, both as a means of expanding our theoretical knowledge of organizations and of enhancing the ability of contemporary organizational stakeholders to conduct strategic planning for a radically posthumanized long-term future. (shrink)

Since the Enlightenment, there have been advocates for the rationalizing efficiency of enlightened sovereigns, bureaucrats, and technocrats. Today these enthusiasms are joined by calls for replacing or augmenting government with algorithms and artificial intelligence, a process already substantially under way. Bureaucracies are in effect algorithms created by technocrats that systematize governance, and their automation simply removes bureaucrats and paper. The growth of algorithmic governance can already be seen in the automation of social services, regulatory oversight, policing, the justice system, and (...) the military. However, there have also always been justified democratic and economic criticisms of autocracy, bureaucracy, technocracy, and algorithmic governance. Bureaucrats, technocrats, and algorithms embody biases that tend to serve the interests of elites, and all require transparency and democratic accountability, oversight individual citizens are ill equipped to exercise. As state apparatuses are increasingly automated, mechanisms for collective action and democratic oversight also need to be automated. Algorithms and cyborg citizenry will enable a posthuman democracy. Democratically accountable algorithmic governance, enabled by artificial intelligence and human enhancement, can automate bottom-up citizen surveillance, inform debate, aggregate decision making, and ensure the efficient working of the gradually withering state. As paid work disappears and we transition to a postcapitalist economy with a universal basic income, market mechanisms can be replaced with democratic planning. Indeed, only algorithmic governance can secure our future against accelerating threats from technological innovation. (shrink)