dr bob cross presentation "how to solve very difficult
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TRANSCRIPT
Branch Forum ACS WA
How to solve very difficult organisational problems
Bob Cross FACS
Agenda
1. Everyday problem solving
2. Participation
3. Methodology
4. Usage
5. Questions
Everyday problem solving
• Use modelling techniques
• Put down all you know
• Morphology / matrix
• What would ?? do / ask a stranger
• Brainstorming
Participation
• Group knowing
• Ideas better ideas
• Ownership
• Equitable
System of Systems MethodologyFlood & Jackson (1991)
Unitary Pluralist Coercive
Simple Technical CSH
Complex Socio-tech SSM
Methodology
• Background
• Rigid v contingent
• Incremental
• CPM – Contingent Participative Methodology
Realise problematic issues
Fishbone Diagram (after Flood, 1995, Figure 9.3).
A RICH PICTURE is a highly contextual, cartoon-like representation of:
issues
problems
processes
actors
relationships (internal & external)
conflicts
other interesting features
Rich Pictures
Eyeball(outsidescrutiny)
Issues
Crossed swords(conflict)
People
Rich Picture
(Flood & Carson, 1988)
Comprehend stakeholder issues
Customers the victims or beneficiaries of T
Actors those who would do T
Transformation conversion (input to output)
Weltanschauung the world view which makes Tmeaningful in context
Owners those who could stop T
Environmental outside elements
Checkland and Scholes (1990)
Comprehend stakeholder issues
Customers: native title claimants, interested parties, registrar, President of NNTT, Australian government and Australian people
Actors: NNTT employees/managers, native title claimants, interested parties, government agencies (DOLA, etc), legal representation, media
Owners: Australian government, legal system, Australian people
Comprehend stakeholder issues
Transformation: Mediate from claim and background information to facilitate parties reaching a negotiated settlement, thus avoiding an expensive court appearance
Weltanschauung: Claimants demand equity. Failure leads to protracted court cases. Public demand efficiency
Environment: Legal system resulting from the Racial Discrimination Act, the Mabo decision and the NTA, resource constraints, mixed public opinion, economic interests of interested parties, changing expectations of government
Project Staff Divisional management
Corporate management
Joint Venture partners
Clients
Policy Comply with corporate policy
Ensure all projects are executed properly, make money, are on schedule, comply with corporate policy and satisfy clients
Supervise divisional management & monitor compliance
Comply with all relevant corporate policies
Ensure project quality
Process Understand
contractMonitor all projects and inspect in detail, as required
Monitor all projects and inspect in detail, as required
Work to JV agreement
Monitor project progress
Prepare/monitor project plan
Work to divisional budget
Monitor divisional performance
Work to project budget
Monitor performance against technical specification
Information Project schedule Divisional budget Corporate budget Project schedule
Project budget Project budget Project budget Project budget Project budget
Project 100+ page checklist
Project 100+ page checklist
Strategic plan Technical specifications
Realise issues for solution
Use Rich Picture
Knowledge needsNeed to know Need to do Need to audit
Project registration correspondence (& transmittals)
Map project registration process.
Incorporate correspondence/transmittals and process into LL.
People download registration form. Relevant information for all projects is visible in LL.
Information contained within correspondence.
Define a standard correspondence format.
Extend use of LL as a correspondence management system.
People use the sub-system. Known correspondence may be found within the sub-system.
Information contained within project ‘documents’ – a specific term understood by all in the organisation.
Employ LL to contain documents. People use the sub-system. Known documents may be found within the sub-system.
People download and use checklist and forms. On searching, relevant information will be found for all projects.
People download and use checklist and forms. On searching, relevant information will be found for all projects.
People download and use checklist and forms. On searching, relevant information will be found for all projects.
Knowledge needs Need to KNOW Need to DO Need to AUDIT
List of List of Record of what information obligations has been done required to meet information needs
Need to DO System Function Organisation Function
List of List of obligations List ofobligations which are IT human factor
functions requirements
Need to know Need to do Need to auditMeans of effectivemediation
Identify / classifyclaimants / groupsaccording to interests
Monitor progress
How to group interestedparties
Identify area over whichdispute arises
Check that issues areunderstood by parties
What are the issues ofdispute
Present alternate solutionsin a meaningful way
That representatives areinforming all members ofgroup
Who the various partiesare
Generate alternativesolutions
The flashpoints of theclaims
Assess worth of ideas putforward by claimants /interested parties
Alternate solutions Meet 'on site' whereclaimants / interestedparties can explain ownissues
The claim in detail Clarify claim betweenparties through carefulpresentation
Linked list
Need to do System function Organisation functionIdentify / classifyclaimants / groupsaccording to interests
Record spatial nature ofinterested parties andclaim
Procedures forrejection / classification ofinterested parties
Identify area over whichdispute arises
Identify overlap / accesspoints
Present alternate solutionsin a meaningful way
Generate maps specific totask and user
Generate alternativesolutions
Generate 'what if'scenarios
Assess worth of ideas putforward by claimants /interested partiesMeet 'on site' whereclaimants / interestedparties can explain ownissues
Video proceedings andrecord pertinent issues atclaim sites
Arrange meetings withclaimants / interestedparties
Clarify claim betweenparties through carefulpresentation
Design maps specific totask, scale and audience
Workflow threads
Need to know Need to do Need to audit
Project registration correspondence (& transmittals)
Map project registration process.
Incorporate correspondence/transmittals and process into LL.
People download registration form. Relevant information for all projects is visible in LL.
Information contained within correspondence.
Define a standard correspondence format.
Extend use of LL as a correspondence management system.
People use the sub-system. Known correspondence may be found within the sub-system.
Information contained within project ‘documents’ – a specific term understood by all in the organisation.
Employ LL to contain documents. People use the sub-system. Known documents may be found within the sub-system.
People download and use checklist and forms. On searching, relevant information will be found for all projects.
People download and use checklist and forms. On searching, relevant information will be found for all projects.
People download and use checklist and forms. On searching, relevant information will be found for all projects.
Action planProcedural changes required are: Actions required are:
1 Map project registration process.
Incorporate form and process into LL.
Define a standard correspondence format.
Extend use of LL as a correspondence management system.
Employ LL to contain documents.
Assign engineering user part-time as resource for sub-system development.
Engage external analyst with experience in document management to formally specify structured technical requirements – mostly understood for correspondence.
Assign MIS staff to implement specified requirement using LL.
2 Make 100+ page checklist available by web-browser.
Link procedures to more simple relevant standard forms.
Capture output from such standard forms as project related documentation.
Formally specify structured technical requirements. Implement specified requirement using HTML developer and LL.
Reflection
System of Systems MethodologyFlood & Jackson (1991)
Unitary Pluralist Coercive
Simple Technical CSH
Complex Socio-tech SSM
Example
• MIS Dept’s most difficult problem
• Management of project knowledge
• Every level of organisation
• Divided opinions
• Stalled for 13 months
• Two 2-hour participative workshops
Usage
• Messy ill-structured problems
• Strategic direction
• Lead into JAD/RAD workshop
• Lead in for different perspectives
References
Checkland, P. B. & Scholes, J. (1990). Soft Systems Methodology in action. Chichester, UK: John Wiley & Sons Ltd.
Flood, R. L. (1995). Solving problem solving. Chichester, UK: John Wiley & Sons Ltd.
Flood, R. L. & Carson, E. R. (1988). Dealing with complexity: An introduction to the theory and application of systems science. New York: Plenum Press.
Flood, R. L. & Jackson, M. C. (1991). Creative problem solving: Total Systems Intervention. New York: John Wiley, Inc.
