systems, organizations and large groups - adapt...
TRANSCRIPT
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Systems, Organizations and Large Groups
Module Twowith
Lisa Kimball & June Delano
Understanding Organization Developmentsponsored and developed by the OD Network
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Program Overview
1 • Introduction, Overview, History and Learning
2 • Systems, Organizations and Large Groups
3 • Individuals and Small Groups
4 • Theory and Practice of Change
5 • OD Tools: Use of Self, Contracting and Inquiry
6 • Leadership, Diversity and Globalization
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• Systems• Organizations• Large Groups
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Systems and organizations are made up of many components.
All the components are connected in some way.
The challenge is to see the whole and understand the relationships.
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Systems Perspective
SYSTEM
ENVIRONMENT
BOUNDARY
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Make the WHOLE Visible to Everyone
People in organizations are more engaged when they can see the whole of which they are a part.
Solutions are better when more people are involved in creating them.
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ORGANIZATIONS
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The Metaphor is the Message
• Machine• Organism• Culture• Politics• Family• Network• Energy• Or what?
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The Machine Metaphor
• In science . . .– The search for basic building blocks
• In society . . . – The whole is no more or no less than the sum of its
parts, so focus on the parts (e.g. functions, detailed plans, disciplines)
– Organizations and people are implicitly viewed as machines or machine parts: interchangeable, separable, replaceable, etc.
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From Physics To Biology
Simple Complex
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Complex Systems
– Patterns of interactions within them
– Outcomes that emerge from them
– How systems actually behave, not how we think or expect them to behave
Peter Senge argues that one of the key problems with much that is written about and done in the name of management, is that rather simplistic frameworks are being applied to complex systems.
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What is a Complex Adaptive System?
System• Multiple agents• Agents are inter
dependent and connected
Complex• Diverse• Many elements• Many
connections
Adaptive• Capacity to alter
or change
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Properties of Complex Systems
Distributed Control: In a CAS control is shared by many elements, rather than centralized in a single command center.Coexistence of Order & Disorder: In a healthy adaptive system, order and disorder coexist.Embeddedness: Each CAS made up of other CAS and is part of (embedded in) a larger CAS. Each is unique. Diversity: A CAS has many different elements. This enables a CAS to change.Because CAS are Nonlinear, a small change may produce a large effect, or a large change may produce a small or no effect. Inability to Predict: Outcomes are unpredictable.Emergence: In a CAS outcomes emerge through a process ofSelf-Organization rather than through centrally planned or directed processes.
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Interdependent Attributes
EmbeddedSystems
AdaptableElements
Self-Organization& Emergence
Order & Disorder
Non-Linearity
DiversityDistributed
Control
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Organizations as Structures
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Organizations as Networks
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The Dynamic Organization
Financial Results
Morale
PublicImageCulture
Rituals, Symbolic Acts, Key Messages, Heroes Icons and Metaphors
Marketing
Sales
ProductionFinance
HR
BrandProduct
Adapted from Linda Ackerman
IT
R&D
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Six Lenses of the Chaordic™ Design Process
Start here, proceed clockwise
Illuminated through rapid, iterative cycles of conversation
© 2004, Keith McCandless
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McKinsey’s “Seven S” Model
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Weisbord’s Six-Box Model
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Large Group Processes
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The Importance of Large Group Work
• Widens the circle of involvement• Involves the whole system• Increases commitment and energy• Connects people to each other and to ideas• Generates better solutions• Creates communities for action• Turns meetings into working sessions• Speeds up implementation
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Relationships and CONVERSATIONS
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Decentralized, Small Talk
• Fully autonomous• Unconnected• Unstable
relationships• Diverse or Uniform• Random growth
Polite Conversation
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Centralized, Ordered Discussion
• Largely dependent• Connected by
power/permission• Fixed relationships• Uniform• Growth from center
out
Facilitated, Bureaucratic Talk
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Distributed, Generative Talk
• Largely autonomous contributions
• Connected by simple rules that guide local relationships
• Diverse and uniform participation
• Growth from any point in any direction
• Order arises out of local interaction & conversation
Messy, Loose, Complex & Creative
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World Cafe
An innovative yet simple methodology for hosting conversations about questions that matter. These conversations link and build on each other as people move between groups, cross-pollinate ideas, and discover new insights into the questions or issues that are most important in their life, work, or community.
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Law of Two Feet• Go to where you are learning or
contributingPrinciples of Open Space• Whoever comes is the right
group of people.• Whatever happens is the only
thing that could have happened.• Whenever it starts is the right
time to start.• When it is over, it is over
Open Space
Open Space is a self-organizing process for large groups to engage in conversation and explore issues. It is widely used all around the world.
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Future Search
Future search brings people from all walks of life into the same conversation - those with resources, expertise, formal authority and need. It brings together 60 to 80 people in one room or hundreds in parallel rooms. People tell stories about their past, present and desired future. Through dialogue, they discover their common ground. Only then do they make concrete action plans.
The meeting design comes from theories and principles tested in many cultures and many kinds of organizations for the past 50 years.
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Program Overview
1 • Introduction, Overview, History and Learning
2 • Systems, Organizations and Large Groups
3 • Individuals and Small Groups
4 • Theory and Practice of Change
5 • OD Tools: Use of Self, Contracting and Inquiry
6 • Leadership, Diversity and Globalization
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Looking Forward to Module Three
• Individuals• Small Groups