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Part 1 of Part 1 of ‘General ‘General Presentation’Presentation’
OPMSOPMS
Work in progress – use F5 key to view as it contains animations
How to accomplish our long-How to accomplish our long-term goals and Missions?term goals and Missions?
What should we do, today (and tomorrow, and every day) that would help us to reach a goal six months, a year – or 5 or 10 years - in the
future?
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Some example Missions:
“To enable each member of our staff to develop
most effectively”
“To ensure effective Knowledge Management in
the organisation”
“To reduce inventory held by 20% within six
months”
“To increase turnover to Rs 2000 crores, with PAT of
Rs 500 crores by 20xx”
To become an expert at the ‘C’ computer languageTo become a top-level
consultant within 3 years
“To ensure 90% true literacy in the nation in 10
years”
“To make the right investment decisions for our current needs”
“To understand thoroughly all topics of my math syllabus and THEREBY to do significantly better in my math exams,
tests and quizzes”
OPMS has been successfully applied to several of these Missions; others are ongoing; one was
a resounding failure
“Bushout!!”(Resounding failure, alas! It needed Obama to take out the successors to
GW Bush)
“To become a top-level software designer within 1/3/5/7 years”
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• Individual Missions
• Organisational Missions
• Societal Missions
ExactlyExactly the same process is applicable to any the same process is applicable to any kind of Mission – barring differences arising kind of Mission – barring differences arising
because of issues involved in group dynamics!because of issues involved in group dynamics!
Kinds of OPMS Missions:
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Choosing a Mission Choosing a Mission for the Groupfor the Group
(and Missions for individuals in the Group)
Just choose anything of interest to you…
On any issue of specific concern, you will ALWAYS have ideas!
The ‘secret’ is to make effective use of all good ideas,
filtering out the irrelevant or not-so-good ideas!
The conventional approaches DO NOT adequately enable effective
utilisation of the good ideas of people at all levels of the organisation
The greatest demotivator is the feeling that our ideas are not
adequately valued by the organisation
(In fact, the conventional way does not allow even an individual to put available
ideas to truly effective use)
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• We must ensure that we take good ideas from all stakeholders – AND use those ideas! (And demonstrate that those ides have been used)
• At the same time, we should not get overwhelmed by the sheer volume of ideas available from the stakeholders
Two critical issues:Two critical issues:
OPMS - helps users articulate their ideas about any ‘Mission’ by asking them
appropriate ‘Trigger Questions’:
“What, in youryour opinion, are the THINGS TO DO to enable each member to develop himself/herself
for the needs of the organisation (and for
himself/herself)?”
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• To challenge each member of staff to develop himself/herself to maximum possible for his/her own and for organisation’s benefit
• To make our organisation a truly exciting place to work in
• To help each person develop himself/herself as an individual AND as a member of the organisation
• To provide all needed facilities for effective work and recreation
• To provide effective counseling for perceived needs of staff
• … (etc, etc)
Responding to Trigger Questions:
Stage I: A process for generating and clarifying available ideas
Elements articulated in natural language, no jargon needed
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Three Stages:Stage 1 (Idea Generation &
Clarification), Stage 2 (Idea Organisation) and Stage 3 (Idea Integration) are
designed to make the best possible use of
available ideas!
Idea ‘structuring’ or organising is done through a process of modeling to show
us, for instance, how the accomplishment of one idea
or ‘element’ can help the accomplishment of another
The OPMS process uses two powerful modeling
tools, the seminal contributions of Professor
John N. Warfield
Idea Organisation (Stage 2) is the process that enables us
to organize and filter our ideas to ensure that the right
ones become available for action at any point of time.
Stage 3 - Idea Integration: this is Stage 3 - Idea Integration: this is partially accomplished at Stage 2, partially accomplished at Stage 2,
develops comprehensively along with develops comprehensively along with the the OPMSOPMS
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Stage 2Stage 2
Stage 1Stage 1
Stage 3Stage 3
However, note that the process is not neatly divided However, note that the process is not neatly divided into ‘separated’ stages (as we should do all of them into ‘separated’ stages (as we should do all of them
more or less ‘all the time’)more or less ‘all the time’)The OPMS process affords us a practical means to The OPMS process affords us a practical means to
accomplish just thataccomplish just that
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Created by asking ‘modeling questions’ about the elements generated, e.g.:
“Does, in your opinion,Challenging each member of staff to develop
himself/herself fully
help to accomplishTo make our organisation a truly exciting
place to work in
?”
Response: “YES” or “NO”
A: Interpretive Structuring ModelingA: Interpretive Structuring Modeling:
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Making our organisation a truly exciting place to work in
ChallengingChallenging each member of staff to develop
himself/herself fully
““may help may help accomplish”accomplish”
Two such questions lead to:In some sense, the heart of the matter is already In some sense, the heart of the matter is already
articulated, in that little ‘mental model’!articulated, in that little ‘mental model’!What’s required is a process to extend
and amplify that model as we find needed – the OPMS process enables just that…
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where ‘A’, ‘B’, ‘C’ are ‘elements’ in the system under consideration and ‘ ’ the specific transitive relationship, for example: “should help accomplish”
We use only ‘transitive’ relationships:
If ‘A’ ‘B’
AND if ‘B’ ‘C’
THEN ‘A’ MUST ‘C’
Because of transitivity, these models
can be created quite efficiently, as we generally need to ask only a small
fraction of the total number of possible questions
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To challenge each member of staff develop
himself/herself to maximum possible
To make our organisation a truly exciting place to work in
To help each person develop himself/herself as an individual
To provide all needed facilities for effective work and recreation
To provide effective counseling for perceived needs of staff
To enable each member of our staff to develop most effectively
should help should help accomplishaccomplish
Interpretive Structural Model
The relationship is the heart of the matter!
should help should help accomplishaccomplish
These models can become as large as required to These models can become as large as required to describe the most complex live situation! Over time, describe the most complex live situation! Over time, as we work on our Missions, our models may come as we work on our Missions, our models may come
to comprise hundreds or even thousands of to comprise hundreds or even thousands of elements!elements!
These models are representations of the way people perceive the relationships –
thus we should to begin with expect wide variation in those perceptions
Over time, as people begin to understand themselves, each other and
‘the whole system’ effectively, they often do arrive at a true consensus of
perceptions – and thereby at true consensus action on issues!
Stage II: A very effective and quite efficient process for
‘organising’ all available ideas
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THINGS
TO DO
The model may keep on growing until the Mission is successful!
Even when we have thousands of elements integrated into our model, we are always
able to focus on a narrow band of elements in the full confidence that by so doing we
are actually helping to accomplish are actually helping to accomplish everything else that needs to be done for everything else that needs to be done for
the project!the project!
Current focus
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To challenge each member of staff develop
himself/herself to maximum possible
To make our organisation a truly exciting place to work in
To help each person develop To help each person develop himself/herself as an individualhimself/herself as an individual
To provide all needed facilities for effective work and recreation
To provide effective counseling for perceived needs of staff
To enable each member of our staff to develop most effectively
Interpretive Structural ModelAnother important attribute of such ‘Intent StructuresIntent Structures’
WHY?WHY?
HOW?HOW?
Up WHY?
Down HOW?
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THINGS
TO DO
WHY?
HOW?
UPUP the model to find out “WHY?”“WHY?”
DOWNDOWN the model to find out “HOW?”“HOW?”
The “HOW?”s and the “WHY?”s of things are built into these structures for
each and every element in them!
To ensure effective handling of tasks by people reporting to you,
just enthuse them about the WHYs?WHYs? of their tasks - then let them work out the HOWs? !!!HOWs? !!!
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Another major benefit of using this ‘structuring process’ is
explained on the next slides…
Imagine we have constructed a model of, say, 6 elements. For
convenience, we explicitly display only the relationship to the elements
in the ‘next level’ and not the relationships in the levels beyond.
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M
T4 T2
T6
T1 T5
T3
M
T4 T2
T6
T1 T5
T3
For example, the structure we display as…For example, the structure we display as…
… … because of transitivity, is actually the because of transitivity, is actually the structure on the right – the extra relationships structure on the right – the extra relationships seen at right are seen at right are implied implied in the structure at left:in the structure at left:
Actually, the situation is much more Actually, the situation is much more complicated than is illustrated, as I’m not complicated than is illustrated, as I’m not
showing the showing the “does not contribute”“does not contribute” relationship from upper levels to lower relationship from upper levels to lower
levels…levels…
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Imagine a whole lot of ‘does not contribute’‘does not contribute’ arrows leading from each upper level to the levels below. And think of the
complexity of structures containing and showing 15, 20 or more elements…
That is, in fact, the complexity we are normally facing in That is, in fact, the complexity we are normally facing in all our real-life situations…the easy way to handle such all our real-life situations…the easy way to handle such
complexity is to substitute a simple picture ‘showing complexity is to substitute a simple picture ‘showing the flow’ in a way that our mind can easily comprehend, the flow’ in a way that our mind can easily comprehend,
and let your imagination do the rest as required…and let your imagination do the rest as required…
M
T4 T2
T6
T1 T5
T3
M
T4 T2
T6
T1 T5
T3
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To challenge each member of staff develop
himself/herself to maximum possible
To make our organisation a truly exciting place to work in
To help each person develop himself/herself as an individual
To provide all needed facilities for effective work and recreation
To provide effective counseling for perceived needs of staff
To enable each member of our staff to develop most effectively
should help should help accomplishaccomplish
Read bottom-upwards, Read bottom-upwards, in direction of arrows.in direction of arrows.THINK the elementsTHINK the elements
READ the arrows as encountered!READ the arrows as encountered!
Interpretive Structural ModelThe illustration is in fact the ‘The illustration is in fact the ‘structural structural graphicsgraphics’ part of an extension to our ’ part of an extension to our
conventional language that I call ‘conventional language that I call ‘prose + prose + structural graphicsstructural graphics’’
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‘‘Prose + structural graphicsProse + structural graphics’ - ’ - an extension to our conventional language
that adds enormous power to our abilities to ‘perceive’ complex systems
with clarity and precision!
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THINGS
TO DO
Imagine the complexities you have to comprehend as your exploration of
your Mission continues – if we had to look at all the relations implicit in this
structure all the time
In fact, that ISIS precisely the kind of complexity we are trying to cope with at all times when we do not have this
simple ‘structuring’ to aid us!
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Examples: Examples: Herbert Simon – Herbert Simon – “The magic number “The magic number
seven plus or minus two”;seven plus or minus two”;
Telephone numberTelephone number
One major reason for doing all the work One major reason for doing all the work involved in learning this new language, involved in learning this new language,
creating these structures, etc, etc, is that the creating these structures, etc, etc, is that the human mind is not capable of handling the human mind is not capable of handling the
complex linkages of a large number of factors complex linkages of a large number of factors (which are always there in every real-life (which are always there in every real-life
situation)situation)
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To challenge each member of staff develop
himself/herself to maximum possible
To make our organisation a truly exciting place to work in
To help each person develop himself/herself as an individual
To provide all needed facilities for effective work and recreation
To provide effective counseling for perceived needs of staff
To enable each member of our staff to develop most effectively
should help should help accomplishaccomplish
Another benefit of the process: huge Another benefit of the process: huge compression of information is compression of information is
possiblepossibleInterpretive Structural Model
Any such model can easily be translated into Any such model can easily be translated into ‘standard prose’ very easily indeed! And this ‘standard prose’ very easily indeed! And this
little model would translatelittle model would translateinto nearly a full page of prose.into nearly a full page of prose.
Models of 30 to 40 elements may amount to 20 Models of 30 to 40 elements may amount to 20 to 30 pages !to 30 pages !
Obviously, it is MUCH easier to read, Obviously, it is MUCH easier to read, understand and remember the model!understand and remember the model!
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THINGS
TO DO
The prose translations of such models increase exponentially in size with increase of number
of elements in the model!
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The process helps develop clear linkages between individual’s aims to the organisation’s Mission!
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My personal performance
Organisation’s profits
My personal rewards
“contributessignificantly to”
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• It is ‘top-down’ because we choose a ‘Mission’ for the organisation or individual
• It is ‘bottom-up’ because we develop an effective Action Plan based on the THINGS TO DO to accomplish the Mission
OPMS - it’s ‘TOP-DOWN’ + ‘BOTTOM-UP’!
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Whatever the issue (or Mission), this initial part of the OPMS process enables users to create an effective Action Plan,
along with all needed systems, to accomplish the Mission.
The processes underlying OPMS are quite unique in their power and universal
applicability
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Part 2 of Part 2 of ‘General ‘General Presentation’Presentation’
Another modeling tool in the OPMS
‘Field Representation’ (FR) Method
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Constructing a Field Representation
• First, we try to cleanse our minds First, we try to cleanse our minds from all pre-conceived categories...from all pre-conceived categories...
• Then, OPMS asks questions like…
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The first element is inserted into ‘Dimension 1’:
A: Dimension 1• Our educational
systems are not adequately effective
We ask the modeling question as shown, next
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Field Representation & Profiling (contd.)
(In the context of the kind of actions needed to overcome the barriers, etc.)
““Is
(B) Need to improve productivity of Indian software industry
IN THE SAME CATEGORY ASIN THE SAME CATEGORY AS(A) Our educational systems are not
adequately effective
?””
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Response “YES” would put element ‘B’ into the same
category as ‘A’ -“NO” would put it into a
different category…
… as shown, next
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Field Representation - after initial response
A: Dimension 1• Our educational systems are
not adequately effective
B: Dimension 2• Need to improve
productivity of Indian software industry
Because response to modeling question was ‘NO’, a new
dimension was created and the element No. 2 was inserted there
Continuing questioning yields models like Continuing questioning yields models like the one illustrated at next slide...the one illustrated at next slide...
Had the response been ‘YES’ the Had the response been ‘YES’ the element would have been inserted element would have been inserted
in the same dimensionin the same dimension
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Dimension titles provided later, AFTERAFTER insertion of elements into dimensions!
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The ‘System Tie Line’ represents any or all of the relationships inherent in the system under
consideration.
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The elements are ‘linked’ by appropriate relationships as perceived by the users
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The OPMS provides a facility to enable users write down prose translations of such visual linkages
“XYZ” MAY TEND TO INCREASE THE SEVERITY OF “ABC”
XYZ
ABC
A comprehensive ‘network of relationships’ to be built up step-by-
step, over time, to enable clear understanding of the system
represented in the Field
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It takes a while to develop the skills needed to use the System Tie Line
effectively to link different dimensions and elements together…
It’s well worth our while to work towards developing these skills…
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…because Field Representations, over sufficient iterations, can be shown to satisfy a fundamental systems law,
called Ashby’s Law of Requisite
Variety
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Ashby’s Law of Requisite Variety (Simple Simon’s version)…
“The dimensions of a proposed solution to a problem must match the dimensions of the problem”
(If too few dimensions, the solution won’t work – if too many, the solution would be too expensive or too complicated)
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The Field Representation process, made more
general, is found to be the ideal tool to enable us get an overview of complex
projects as a whole!
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Integrating all the lists and models of all the work done towards any Mission into a single Field Representation
creates a ‘One Page Management System’
(OPMS).
The OPMS is a ‘model of models’ - it is comprised
of ALL the lists and all the models that are created in
various relevant dimensions during
progress towards the Mission - any Mission!
As you’ll see, each ‘Dimension’ in the model is linked to other
relevant Dimensions, so that the user is enabled to create
comprehensive and effective Action Planning to accomplish the
chosen Mission
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The whole system on a single page…
Linkages between various dimensions ‘above the System Tie Line of the OPMS OPMS
are broadly illustrated below and in following slides :
A: THINGS TO DO
B: BARRIERS
C: STRENGTHS
HELP HELP ACCOMPLISHACCOMPLISH
HINDERHINDER
HELP HELP OVERCOMEOVERCOME
…more linkages…
B: Barriers/Weaknesses
HINDER
Activities
Strengths required
HELP ACCOMPLISH
HELP OVERCOME
Opportunities
HELP AVAILHELP AVAIL
Activities
B: Barriers/Weaknesses
Strengths required
HELP ACCOMPLISH
HINDER
HELP OVERCOME
Opportunities
HELP AVAIL
MISSION
HELP ACCOMPLISHHELP ACCOMPLISH
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Recall that we have two types of models...We put the two types of models together…
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To challenge each member of staff develop
himself/herself to maximum possible
To make our organisation a truly exciting place to work in
To help each person develop himself/herself as an individual
To provide all needed facilities for effective work and recreation
To provide effective counseling for perceived needs of staff
To enable each member of our staff to develop most effectively
should help should help accomplishaccomplish
Interpretive Structural Model
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Linkages between ‘BARRIERS’ & ‘THINGS TO DO’
The barrier marked in the FR
HINDERS / PREVENTS accomplishment of the objective marked in the ISM
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Linkages between ‘BARRIERS’ & ‘THINGS TO DO’
That barrier also hinders That barrier also hinders accomplishment of all elements accomplishment of all elements above the THING TO DO that it above the THING TO DO that it
directly hinders! directly hinders!
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Linkages between ‘BARRIERS’ & ‘THINGS TO DO’
Just identify appropriate means to ‘overcome’ the barrier identified - and integrate those into the Action Plan!
That would naturally help accomplish all the objectives that had been
obstructed earlier
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• Ensures rapid evaluation of project feasibility - helps ensure that time is not wasted on infeasible projects
• Provides a comprehensive view of the project, crystallised on a single page
• Enables each individual/group to ‘drill down’ to the level of detail required for his/her functions
• Links up individual performance to the performance of the whole organisation
• Links up individual goals to Organisational Missions• Enforces high level of ‘self-discipline’ in the organisation• Enables people to create practical, clearly-understood
means to overcome Barriers, Threats, Weaknesses, etc - at EACH level in the organisation
• The same process, with appropriate adjustments, is usable for individual, organisational or societal Missions.
Some features of the OPMS
But there are some difficulties also!!
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To explain the difficulties that exist, we illustrate, next, the
‘Hierarchy of One Page Management Systems’ in the
organization
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Group 1.2.1 OPMSGroup 1.2.3 OPMS
Global OPMS
Group 1.2.2 OPMS
Department 1 OPMS Department 2 OPMS Department 3 OPMS
Section 1.1 OPMS Section 1.2 OPMS Section 1.3 OPMS
Kiran’s OPMS GSC's OPMS Narayan’s OPMS
“Contributes to”
Hierarchy of OPMS in an organisation
Individual OPMS’s
Group OPMS’s
Sectional OPMS’s
Departmental OPMS’s
Global OPMS
Unless the ‘One Page Management Systems’ of at least Unless the ‘One Page Management Systems’ of at least key individuals in the organisation are being developed key individuals in the organisation are being developed continuingly,continuingly, the ‘global CONSENSUS OPMS’ the ‘global CONSENSUS OPMS’ would not would not
develop effectivelydevelop effectively RequirementRequirement: Key members should put in about 5 to10 : Key members should put in about 5 to10 minutes of systematic work more or less every day to minutes of systematic work more or less every day to
develop their individual One Page Management Systems develop their individual One Page Management Systems within the global Missionwithin the global Mission
The difficulty is related to the ‘paradigm-shift’ that must take place for individuals to put enough ‘value’ on their
own and others’ ideas!
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Mission: “eXensys: No. 1 in SME segment”
“Contribute to” “Aggravate”
“Enhance” “lead to”
“Aggravate” “Precede”
Appropriate relationships in various dimensions are
indicated above
‘Events’ dimension is MS Project
‘Fundamental Dimensions’ – above the System Tie-Line
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The dimensions seen below the ‘System Tie-Line’ are sub-systems useful/ required for effective
accomplishment of the Mission. These sub-systems are derived through a clear understanding of the
relationships between the factors in the fundamental dimensions of the system
Various sub-systems