Self-organisation in the functioning of the social ecosystem (case study: Commissioner for Children's Rights in the Chelyabinsk Region)
The relevance of this study stems from the search for effective forms of interaction in solving social problems. The authors see a holistic management ecosystem as such a form. The scientific problem lies in the insufficient study of the self-organizing aspects of functioning. A combination of interrelated methods was used: questionnaires, interviews, document analysis, and observation. The methodology is based on the analogy of the structure of biological and social ecosystems, as well as biological and social processes. The concept of a sociotope is introduced, and a conclusion is drawn about the importance of the sociotope in substantiating the indicators of the sociological measurement of ecosystems: “self-organization”, “controllability”, “synergy”, and “cooperativity” in the processes of maintaining the integrity of holistic social management ecosystems, similar to natural ecosystems. Based on the conducted research, the influence of self-organization on the sustainable integrity of a holistic social ecosystem and its controllability is determined. The characteristic features of management ecosystems were identified in the ecosystem of the Children's Rights Commissioner of the Chelyabinsk Region using the example of the implementation of the project “Social Theater for Children Registered on Various Types of Registers”. Based on the results of a mass survey, it is concluded that the high level of self-organization in the implementation of projects in the two small cities (64% and 79%) is due to the density of social interaction, and the low level of self-organization in the two large cities (47% and 42%) is due to the high degree of formalism in building joint work.
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Vasilenko, L. A., Mayorova, E. V. (2025), “Selforganisation in the functioning of the social ecosystem (case study: Commissioner for Children's Rights in the Chelyabinsk Region)”, Research Result. Sociology and Management, 11 (4), 55-70.
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