It is indeed needed to know and acknowledge the difference , because many mistakes are made to use tools like Lean 6sigma,balancedscorecard, for complex problems , while they should use for complicated.
The big difference is order and unorder, predictibility and risk.
Creating values for a better organisation by teambuilding
Ides De Vos's insight:
When I woke up , this morning and looked through the window , there was a beautiful spiderweb hanging across my window.It was a perfect work of interconnections , all tinny threads connected together and forming the system , with a important purpose for the spider:his home for catching what he need to survive.
It remembered me the beautifull weekend ,I passed together with our advisory team in the Belgian Ardennes. The purpose for the weekend was to elaborate on our values .
Values we have to have as a team , in order to collaborate and giving "the extra mile " to our customers.
I want to share our process we went through: systemic approach by using our left and right brain sides.
I have to say , that everything was systematic prepared :briefing on friday, sequency's of activities, timeshedule, etc
but the creation of the values has been done by systemic thinking:
- Seeing the whole
- Interconnection of parts
- Team learning
- Shared vision
- Shared mental models
This included respect for each other, making time for each other, taking attention!
Our warming up excercise ,Contactpoint, from the Systems field Playbook of L.B.Sweeney and D.Meadows reinforced our teambuilding and unified our mental models , to come up with the most effective strategy.
As systemsthinking is looking at the whole ,considering that every person is a system on his own ,we have captured from each the personal values (initiated by present and past experience)and the values he believe necessary for the future.
Personal values are the values everybody get them from home, education ,social life....That what he believes in!
Future values are the values that each person believes ,is needed to give our customers a prime service.
The information we received was coming:
- from the participants: the values were expressed by using a personal object as metaphor
- from the absents: on-line information by e-mail
The next step was to to sort all this data , and looking for linkages between them . Therefore , we used again a excercise from the fieldbook , "postcards" where you learn to make a story from random distributed pôstcards.
With our linkage excercise , we gathered 36 values/beliefs which were at the same time important for each of us personally and important for collaboration and delivering the extra mile to our customers.
Our next step , was to upchunk our 36 values/beliefs to 9 important and critical values for the future.
To operate as a learning organisation, to communicate our values to our customers, to live our values and to maintain ownership, we made from each value a painting .
Visualisation is an important tool for systemsthinking, because it let you use your whole brain.
These painting will be hanged up in the office , used in publications , folders but more important .....they are the anchors for our beliefs.
Tired, but happy with the results, we driving home ........
This link between Daoism and Complexity theory adds credence to the idea that the Chinese mind is conducive to a Complexity approach to whole systems.
I will conclude by coming firmly off the fence: if the Chinese (as a nation and as a race) master Complexity theory in their business, economic and political lives then they will make a true “great leap forward”. It is tempting to paint a picture of China as communist, autocratic, non-democratic, etc. This is not necessarily wrong but as a civilisation, communism has been just a recent blip. How people cognitively frame things is very deeply rooted and Complexity theory looks like a technical and intellectual counterpart to how they think already, broadly speaking.
We have found in both our research and consulting that those who hope to launch collective impact efforts often expect that the process begins by finding solutions that a collective set of actors can agree upon. In fact, developing a common agenda is not about creating solutions at all, but about achieving a common understanding of the problem, agreeing to joint goals to address the problem, and arriving at common indicators to which the collective set of involved actors will hold themselves accountable in making progress. It is the process that comes after the development of the common agenda in which solutions and resources are uncovered, agreed upon, and collectively taken up. Those solutions and resources are quite often not known in advance. They are typically emergent, arising over time through collective vigilance, learning, and action that result from careful structuring of the effort. If the structure-specific steps we have discussed here are thoughtfully implemented, we believe that there is a high likelihood that effective solutions will emerge, though the exact timing and nature cannot be predicted with any degree of certainty. This, of course, is a very uncomfortable state of being for many stakeholders.
And yet staying with this discomfort brings many rewards.
A previously unnoticed evidence-based practice, movement, or resource from outside the community is identified and applied locally.Local individuals or organizations begin to work together differently than before and therefore find and adopt new solutions.A successful strategy that is already working locally, but is not systematically or broadly practiced, is identified and spread more widely.
Digital data stem from our own personal and social cognitive processes and thus express them in one way or another. But we still don’t have any scientific tools to make sense of the data flows produced by online creative conversations at the scale of the digital medium as a whole.
The mainstream ways of thinking about management are based on the sciences of certainty. The whole system of strategic choice, goal setting and choosing actions to reach the given goals in a contro...
Ides De Vos's insight:
In our lineair thinking , we think that everything has a solution .We are certain of that ...but we know that in real life , there is no one solution because the results of interaction between human beings is unpredictable .
La mondialisation ne s’arrêtera pas et évolue sans cesse sous différentes formes. Ces dernières augmentent l’incertitude à une vitesse toujours plus grande à tel point que personne n’échappe(ra) à faire face à l’incertain. Nous devons donc nous préparer et préparer nos entreprises, au management de l’incertain, les budgets annuels et le management par les chiffres les conduiront à la faillite.
Het is mijn overtuiging dat we in onze complexe samenleving ,problemen niet langer blijvend kunnen oplossen met onze vroegere denkwijze.(A.Einstein)
Begrijp voor je ingrijpt!
Organisaties zijn systemen: netwerken van elementen die op elkaar inwerken om één of meer doelen te bereiken. De resultaten van je organisatie hangen dus niet af van enkele oorzaken. Ze ontstaan door de interactie van alle elementen én door invloed van systemen rond je organisatie. Wil je het resultaat beïnvloeden, dan moet je het volledige systeem begrijpen!
Wil je blijvende resultaatverbeteringen voor je organisatie, en wil je niet steeds opnieuw het wiel uitvinden?
Leer dan systeemdenken!!
Wil je meer weten over systeemdenken , hoe het toepassen en hoe het aan te leren ?.
Almost all the critical problems of our time are problems of control and almost all of them concern complex adaptive systems. If we want to know more about our bodies, it is not just to increase knowledge but so that we can control our health.
CAS are “systems that don’t yield compact forms of representation”1. In other words a complex system cannot be described by a simple set of equations. Why would this be the case? It is the “adaptive” nature of these systems that leads to this intractability. Agents within the system respond to each set of environmental conditions within a complex adaptive system with a different set of responses and the number of such environments and their corresponding agent responses that need to be accounted for to construct an accurate model of the system is simply too large. But is this simply a problem of impracticality? Could we, at least in theory, construct a model that takes into account all possible environmental conditions and all possible agent behaviours? Although some scientists may argue that such an approach is theoretically possible, there is ample evidence that the critical “adaptive” component of some complex adaptive systems may in fact be unmodelable
The Fifth Discipline: The Art and Practice of the Learning Organization (Senge 1990) is a book by Peter Senge (a senior lecturer at MIT) focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations. The five disciplines represent approaches (theories and methods) for developing three core learning capabilities: fostering aspiration, developing reflective conversation, and understanding complexity.
The five disciplines of the learning organization discussed in the book are:
"Systems thinking also needs the disciplines of building shared vision, mental models, team learning, and personal mastery to realize its potential. Building shared vision fosters a commitment to the long term. Mental models focus on the openness needed to unearth shortcomings in our present ways of seeing the world. Team learning develops the skills of groups of people to look for the larger picture beyond individual perspectives. And personal mastery fosters the personal motivation to continually learn how our actions affect our world." (p. 12)
Systems thinking has taught me that not all communication is good or productive and that who you talk to is just as important as what you say. In some ways, my father's advice of “just go have a conversation” sums it up nicely.
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