organization as a system systems are created by elements and different types of feedback...
TRANSCRIPT
Organization as a System
systems are created by elements and different types of feedback
organization is a social system
two models of social system management
Description of system and its behavior:
1. based on details
2. based on dynamics
Examples
Social programme – USA (dynamics of urban systems)
- improving the depressed nature of cities- construction of low cost housing- to attract people to individual parts of towns
-What happened?
JFK
System ThinkingTraditional Thinking Systems Thinking
The connection between problems and
their causes is obvious and easy to trace.
The relationship between problems and
their causes is indirect and not obvious.
Others (either within or outside our
organisation) are to blame for our
problems, and must be the ones to
change.
We unwittingly create our own problems
and have significant control or influence in
solving them by changing our behaviour.
A policy designed to achieve short-term
success will also assure long-term
success.
Most quick fixes either make no long-term
difference or actually make matters worse
in the long run.
In order to optimise the whole, we must
optimise the parts.
Focus on policies that optimise the whole
rather than each of the parts.
Aggressively tackle many independent
initiatives simultaneously.
Target and orchestrate a few key changes
over time.
System Thinking
Never use system thinking or system dynamics to
Impress people or win an argument Validate prior views Hide uncertaintiesBlame individualsManipulate others Make other people feel guilty, etc.
Prisoners of the System, or Prisoners of our Own Thinking
• structure influences our behaviour
• structure of human systems is subtle
Learn to understand the structure of the system
• redefine your scope of influence, define, who is in your chain
• your influence is always bigger than you think
• if you want to succeed, others have to succeed to
• wait for the system to respond - take two aspirins and wait do not panic
Complication: ethics
1.Today’s problems come from yesterday’s solutions.
2. The harder you push, the harder the system pushes back
3. Behaviour grows better before it grows worse
4. The easy way out usually leads back in.
5. The cure can be worse than the disease.
The Laws of System Thinking
The Laws of System Thinking
6. Faster is slower.
7. Cause and effect are not closely related in time and space.
8. Small changes can produce big results - but the areas of highest leverage are often the least obvious.
9. You can have your cake and eat it too but not at once.
10. Dividing an elephant in half does not produce two small elephants.
11. There is no blame
System Feedback
Less visible than elements
any intervention to the system - initiates it’s responce, different feedback
1. reinforcing feedback (positive feedback) 2. balancing feedback (negative feedback)
Reinforcing Feedback
- responsible for growth and decline of systems- explains why small impulse can cause big response
Mistake
Punishment
Lowerself-confidence
+
+
+
R
‘Pygmalion effect’
Pygmalion effect
Satisfied Customer
Interest in productgrows
Sales
Customer speakshighly about product
Satisfied customer
R
‘Satisfied customer’
+
+
+
+
Balancing Feedback
Helps the system to gain the balance after intervention
- resistance is nearly always symptom of balancing feedback
Conflict with traditional
thinking
Resistance
New methodof work
B
‘New metod of work’
+
+-
Balancing Feedback
Mistake - aggressive intervention
- find out why the system resists - so called limiting factor and remove it
- systems respond slowly and it seems that they do not respond at all
- typical example of balancing feedback is limit to growth
Limits to Growth
Growingaction
Limitingcondition
Condition Slowingaction
We usually respond to decline of growth by increasing the pressure on what the growth cause (bigger pressure on people , working to late hours).
Limiting factors can be different - little fault in product design, old technology, staff lacking necessary skills, …
Limits to Growth
Conflict with traditional
thinking
Resistance
New methodof work
B
‘New metod of work’
+
+-
Lack of motivationLack of knowledgeFear
Archetypes
structure of a system determines the behaviour of its parts
learning to see the structures - freeing ourselves from unseen forces - possibility to work with them
certain patterns reoccur repeatedly
archetypes
simple sentences that help to change our perception to see structures
Archetype Shifting the Burden
Symptomatic‘solution’
Problemsymptom
Fundamentalsolution
Delay
SideeffectR
B
B
Description: A short-term solution is used to correct the problem. It is successful, and more similar short- term solutions are used. Fundamental long-term solutions are used less and less. The capability for a fundamental solution gets worse.
Archetype Shifting the BurdenSymptomatic‘solution’
Problemsymptom
Fundamentalsolution
Delay
SideeffectR
B
B
Warning symptoms: ‘Look here; this solution has worked so far. It will work in the future as well.’
Management principle: Focus on the fundamental solution. Use the symptomatic solution to gain time while working on the fundamental solution.
Archetype Shifting the BurdenSymptomatic‘solution’
Problemsymptom
Fundamentalsolution
Delay
SideeffectR
B
B
Examples:
Managers do not know how to address the problem and they hire consultants. Consultants prove to be very capable and are given more and more work. Managers slowly loose the ability to solve problemsthemselves.
Paying bills by borrowing, using alcohol to relieve stress.
Archetype Escalation
Results of Arelative to B
BB
Activityby A
A’s resultsB’s results
Activityby B
Description: Two people or organisations each see their welfare as depending on a relative advantage over the other. Whenever one side gets ahead, the other is more threatened and tries to re-establish its advantage and this circle leads to aggressiveness on both sides, each side is acting ‘in defence’.
Archetype Escalation
Results of Arelative to B
BB
Activityby A
A’s resultsB’s results
Activityby B
Warning symptoms: ‘If our opponent would only slow down, we wouldstop fighting this battle and do something more valuable.’
Management principle: Look for a way for both sides to ‘win’, or toachieve their objectives. It is possible to interrupt this circle by‘peaceful’ action or question - the other side will feel less threatened and will also respond more peacefully.
Archetype Escalation
Results of Arelative to B
BB
Activityby A
A’s resultsB’s results
Activityby B
Examples: Price wars.Advertising wars. Gang warfare. Break-up of a marriage. Battle for the ‘ear’ of the top manager. Cold war.