week1-natureofsystem

8/11/2019 Week1-natureofsystem

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Creative Problem Solving

Week 1

The Nature of Systems and Metaphors


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Facilitators Profile

2

Santi Novani, S.Si., M.T, PhD

E-mail: [email protected]

Santi Novanireceived her Bachelor of Science degree on Mathematic from Padjadjaran

University, Bandung in 2000. From 2000 to 2008 she worked at UNIKOM, private

university in Bandung. From 2004 up to 2008 she joint as research assistant and part time

tutor of interest group Decision Making and Strategic Negotiation. From 2008 up to nowshe is fulltime tutor at School of Business and Management ITB. She earned Master of

Engineering from Industrial Engineering and Management Department, ITB in 2005. Her

master thesis investigated the development of Adaptive Learning Model of Hypergame in

Hierarchical Organization. Her research interest includes agent Based modeling, game

theory, confrontation analysis, multivariate statistic and negotiation. She has several

International publications, including Journal Systems Research and Behavioral Sciences,Wiley & Son. She had presented several papers in International Seminars at Sweden,

Canada, US(San Jose,CA), Tokyo and Indonesia. She has also as a member of project,

including research Award from 2005 up to now by DIKTI and LPPM ITB. Now, she is

pursuing Doctoral Program at Tokyo Institute of Technology, Department of Value and

Decision Science supervised by Prof. Kyoichi Kijima. Her interest research is in Value Co-

creation in Service System using Modeling and Simulation.


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Dr. Eng. Pri Hermawan, S.T., M.T.

E-mail: [email protected]

Pri received his bachelor of engineering degree on ElectricalTelecommunication

major from TELKOM Institute of Technology, Bandung in 1998. He earned Master ofEngineering from Department of Industrial Engineering and Management, ITB in 2005.

His master thesis investigated an application ofAdaptive Learning Model of

Hypergame on Competitive Signaling in business marketing interaction. His Doctoral

degree from Department of Value and Decision Science, Tokyo Institute of Technology,

Japan in 2009 with dissertation onA Drama-theoretic Analysis of Dilemmas of

Negotiation and its Applicationis financially supported by scholarship provided byMEXT: Ministry of Education, Culture, Sport, Science and Technology

(Monbukagakusho)Japan. His research interest includes soft computing for social

simulation and systems science-based approach to decision making and negotiation.
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Shimaditya Nuraeni, MSM, M.Eng

Email: [email protected]

Shima joined the School of Business and Management (SBM) - ITB as a full-

time tutor after she received a Master of Engineering at Tokyo University ofScience and Master of Science and Management at School of Business and

Management, ITB.
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Grading

Grup Dicussion Group 20 %

Participation in the

Class

Individual 15%

Paper presentation Individual 15 %

Mid Term Individual 25 %

Projects (+ Peer) Individual 25 %

TOTAL 100 %


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Text Book

Flood, R.L., Jackson, M.C., Creative Problem

Solving: Total Systems Intervention, John

Wiley & Sons, 1991.

Jonathan Rosenhead, John Mingers, Rational

Analysis for a Problematic World Revisited 2e:

Problem Structuring Methods for Complexity,

Uncertainty and Conflict.
http://www.amazon.co.uk/s/ref=ntt_athr_dp_sr_1?_encoding=UTF8&field-author=Jonathan%20Rosenhead&search-alias=books-ukhttp://www.amazon.co.uk/s/ref=ntt_athr_dp_sr_2?_encoding=UTF8&field-author=John%20Mingers&search-alias=books-ukhttp://www.amazon.co.uk/s/ref=ntt_athr_dp_sr_2?_encoding=UTF8&field-author=John%20Mingers&search-alias=books-ukhttp://www.amazon.co.uk/s/ref=ntt_athr_dp_sr_1?_encoding=UTF8&field-author=Jonathan%20Rosenhead&search-alias=books-uk


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Weekly scheduleWee

k

Date Topic Material Learning

Outcome

Facul

ty1

(SN)

Monday

2 June

2014

Introduction

- Nature of System

- Metaphor of seeing the

problem

- Video: Mechanistic

Organizations / MachineMetaphors in Organization

SN

- Perspektif Kasus (What

metaphor/Problem Context?

- Tugas Baca Paper (Hari

Rabu):

Reynolds, Martin and Holwell,Sue eds. Systems Approaches

to Managing Change: A

Practical Guide. London:

Springer, pp. 123.

Reynolds,

Martin and

Holwell, Sue

(2010).Introducing

systems

approaches.

SD


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2

(SN)

Wednesda

y

4 June

2014

Presentasi Baca Paper +Diskusi

Reynolds, Martin and Holwell, Sue

eds. Systems Approaches to

Managing Change: A Practical Guide.

London: Springer, pp. 123.

Reynolds,

Martin and

Holwell, Sue

(2010).

Introducing

systems

approaches.

SN

A System of System Methodology

SNPerspektif kasus (lanjutan) dengan

menggunakan frame SOSM.

SD

3

(SN)

Monday

9 June

2014

Multimethodology

Example

SN

Case SD

4

(SN)

Wednesda

y

11 June

2014

Creative Holism 1 : Total System

Intervention (TSI)

Video: Mod-02 Lec-24 Total System

Intervention & Stabilizing Change

http://www.youtube.com/watch?v=Q

8mJsi-WwcI

PH

Paper Presentation SD

Weekly schedule


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Weekly schedule

5

(SD)

Monday

16 June 2014

Creative Holism 2 : Viable System

Model (VSM)

Video:

1.Stafford_Beer__The_Viable_Sy

stem_Model

2. Bieb_VSM_-

_Viable_System_Model

PH

Case of Viable system Model:

Discussion (interactive)

SD

6

(SD)

Wednesday

18 June 2014

Exploring Purposes 1 : Strategic

Assumption Surfacing and Testing

(SAST)

PH/SN

Role Play

7(SD)

Monday23 June 2014

Exploring Purposes 2 : InteractivePlanning (IP)

SN/PH

Interactive Planning in Action SD

8 Wednesday

25 June 2014

Mid Term


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Weekly schedule

9

(PH)

Monday

30 June

2014

Ensuring Fairness 1 :

Team Syntegrity (TS)

PH

10

(PH)

Wednesday

2 Juli 2014

Ensuring Fairness 2 :

Critical System Heuristic

(CSH)

SN

11 Monday

7 Juli 2014

Coach Project SN

12

(PH)

Wednesday

9 Juli 2014

SODA PH


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Weekly schedule

13

(PH)

Monday

13 Juli 2014

Metagame Analysis :

Drama

PH

14(SD)

Wednesday15 Juli 2014

Role Play/ GuestLectureCONAN

Play

SD,PH+

SN

15 Monday

20 Juli 2014

Presentation PH,

SN,

SD

16

Wednesday22 Juli

Final Term


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Pre-Class Announcement

Brace yourself!!

There are a lot to covers, a lot of things youneed to understand

Today session is the foundation and building

blocks for the rest of the course

Be ACTIVE, this is YOUR CLASS. You will LEARN

as much as you PARTICIPATE


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Week 1

Nature of System

Metaphor of seeing the problem


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Definition of System

What is your definition?


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1. Introduction

System: a complex whole the functioning of which dependson its parts and the interactions between those parts.

Reductionism-Sees the parts as paramount-Seek to identify the parts-Understand the parts and work upfrom an understanding of the partsto an understanding of the whole.

The Problem

The whole oftenseems to take ona form that is notrecognizable fromthe parts.

Explanations

The whole emerges between the parts which affecteach other through complex networks ofrelationships.

Once it has emerged, it is the whole that seems togive meaning to the parts and their interactions.

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Linear Thinking

To continue to look at something from one point ofview.

To take information or observation from one situation,

and make a conclusion. Searching for single cause to a particular problem.

Problem Solution

17


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System Thinking

In System Thinking:

A particular way of organizing our thoughts about

the world/problem/situation we are facing

It is an organizing concept


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General Conception of System

Input

Output

The Environment

Feedback

Loop

Boundaries

An Element

A Relationship


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Metaphors

To better understand a system (the nature of

the system and its environments)

Machine Metaphor / Pre-Systems Metaphor

Organic Metaphor

Neuro-Cybernetic Metaphor

Cultural Metaphor

Political Metaphor


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21

Metaphor Typology of Metodology


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3. The Development of Applied Systems

Few subsystems involved

Highly structured interactions

Tend not to change much overtime. Relatively unaffected bythe iindependent actions of

their parts or by environmentalinfluences

SYSTEMS

SIMPLE

COMPLEX

Large number of subsystems involved

More loosely structured interactions

The outcome of which is notpredetermined. Adapt and evolve overtime as they are affected by their ownpurposeful parts and by the turbulentenvironments in which they exist.

PARTICIPANTS

UNITARY PLURALIST COERCIVE

Have similar values,beliefs and interestThey are sharecommon purposesand are all involved,in one way oranother, indecisions-makingabout how to realize

their agreedobjectives.

Basic interest arecompatible. Do not sharethe same valuesand beliefs. Debate,disagreement, evenconflict can take place tofound accommodationsand compromises.

Have few interest incommon free toexpress them.Conflicting values andbeliefs. Compromise isnot possible and so noagreed objectivesdirect action.

SIMPLE-UNITARY

COMPLEX-UNITARY

SIMPLE-PLURALIST

COMPLEX-COERCIVECOMPLEX-PLURALIST

SIMPLE-COERCIVE


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Metaphors

Level ofsystem

complexity

Organism Metaphors

SIMPLE

COMPLEX

Machine Metaphors Cultural Metaphors

Political Metaphors

UNITARY PLURALIST COERCIVE

Divergence of participants values

Increasing divergence of values

IncreasingComplexity

Neuro-CyberneticMetaphors


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Machine Metaphor (Closed System) /

Pre-Systems Metaphor View

Emphasis on the efficiency

of the parts

It operates in a routine and

repetitive fashion with a

predefined set of activities,

seeking efficiency to

achieve goals

Useful if:

The tasks are straightforward

& repetitive

Stableenvironment

E.g. armed forces, largefranchise (fast food chains)

Consequence:

Lower adaptability of

organizationon volatile

environment


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Organic Metaphor

(Open System) View

Emphasis the human aspect

of organizations

Issues such as motivation

(Maslows hierarchy of

needs), leadership style, job

enrichment, etc

Organization as an organism

to survive

Useful if:

Open relation to changing

environment

Responsiveness toward

changes Complex environment (e.g.

today turbulence

environment)

Consequence:

Passively adapt rather than

proactively Assume

harmonious relation among

people


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From closed to open systems

Closed SystemOpen System

Designer

Throwing a ball Throwing a bird

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Cultural Metaphor

Emphasis the organization as a

collectivity of employee

Assume employee has

collaborative and community-like

spirit

Culture is a shared characteristics

at all level of organization

Useful if:

Cohesion of shared values have

impact on organizational

development (need to be

managed)

E.g. Done initially by Japanesefirms

Consequence:

Can lead to explicit ideological

control (feeling of manipulation,

resentment, mistrust) Takes time (culture)

Have no structure


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Political Metaphor

Emphasis on the relationship

between individuals & groups as

competitive for power

Focus on issues of interest,

conflict and power

Useful if:

Organizational activity seen as

interest based and key role of

power

Conflict in rationality

Existence of political activities

Consequence:

Explicit recognition of the politics

of situation will leads to further

politicization and generate

mistrust Neglecting other aspects


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Thank You


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Next Week Assignment

Reynolds, Martin and Holwell, Sue (2010).

Introducing systems approaches. In: Reynolds,

Martin and Holwell, Sue eds. Systems Approaches

to Managing Change: A Practical Guide. London:Springer, pp. 123.


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Participants Relationship

Characteristics

Based on the relationship between the

participating people

Unitary

Pluralist

Coercive


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Unitary

Interests

Common objectives (well integrated team)

Conflict

Rare and transient

Compatible values and beliefs

Largely agree upon ends and means

All act in accordance with agreed objectives

Power

Replaced by conceptions such as leadership andcontrol


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Pluralist

Interests Diverging group interests with organization as mutual

focal point (loose coalition)

Have basic compatibility of interest

Conflict Inherent/diverge values or beliefs

Not necessarily agree, but compromise is possible &act in accordance

Power Medium, through which conflict of interest may be

resolved


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Coercive

Interests

Oppositional and contradictory interests (rival forces)

Conflict

Inevitable and likely to lead to radical change of wholestructure

Conflicting values and beliefs

No agreement possible (ends and means)

Power Unequally distributed thus allowing domination,

subjugation and so on


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System Complexity (Elements)

Simple System

Small number of elements

Few interactions

Attributes are predetermined

Interaction are highly organized

Well defined laws govern behavior

System does not evolved over time

Sub-systems does not pursue theirown goals

Unaffected by behavioral influence

Largely closed to environment

Complex System

Large number of elements

Many interactions

Attributes are NOT predetermined

Interaction are loosely organized

There are probabilistic in behavior

System evolved over time

Sub-systems are purposeful andgenerate their own goals

Affected by behavioral influence

Largely open to environment


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Problem Context


Unitary

Pluralist

Coercive

System Complexity

Simple

Complex


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Simple-Unitary

Methodologies:

Operational Research

System Analysis

System Engineering

System Dynamics

Assumptions:

Problem solver can easily

establish objectives

Little or no dispute over theseobjectives (unitary)

Approach:

Quantitative or highly

structured model to simulate

performance scenarios under

different operational

conditions

Machine/Pre-Systems

Metaphors


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Complex-Unitary

Methodologies:

Viable System Diagnosis

General System Theory

Socio-Technical System

Thinking Contingency Theory

Assumptions:

General agreement about the

goals despite the open-ness

of the system

Approach:

The organization is seen as an

organism adapting to

environment (Organic

Metaphors)

And it is actively learning just

as brain proactively response

to the environment (Neuro-

Cybernetic Metaphors)


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Simple-Pluralist

Methodologies:

Social System Design

Strategic Assumption

Surfacing and Testing

Assumptions: Primarily caused by

disagreements among

participants (about goals)

Other problem relatively

insignificant

Approach:

A softer system approach to

deal with the corporate

culture issues (Cultural

Metaphors) in tandem with

coalition setting and address

the political issues (Political

Metaphors)


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Complex-Pluralist

Methodologies:

Interactive Planning

Soft System Methodologies

Assumptions:

Lack of agreement aboutgoals and objectives amongparticipants, but genuinecompromise is achievable

The system is complex (multielements & open)

Approach:

Be sensitive with the culturalissues of organization(Cultural Metaphors) &ensure to achieve coalition

Acknowledgment of theorganism-ness of organization(Organic Metaphors)

Proactively respond and learnfrom experience (Neuro-Cybernetic Metaphors)


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Simple-Coercive

Methodologies: Critical System Heuristics

Assumptions:

There are severe political

problem with real differencein values and beliefs

Properly manage debate isimportant

Sources of power fromdifferent participants can be

easily identify (thus simple)

Approach: Prison Metaphor (part of

Political Metaphors) withindept political perspective ofthe situation


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Complex-Coercive

Methodologies: N/A

Assumptions:

Situation of concern hides the

true source of power. Thuswe cant clearly diagnose thesituation from politicalperspective

The system is open and highlyinteracting with the

environment Conflict of interest clearly

visible

Approach: None

Considerations:

Various sources of power

Organizational culture and

what changes are feasible

Mobilization of bias inorganization

Relationship betweenhierarchy with class, sex,race and status division in

wider society


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Summary

Problem Context


Unitary

Pluralist

Coercive System Complexity

Simple

Complex

Metaphors

Machine/Pre-Systems

Organic

Neuro-Cybernetic

Cultural

Political


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Thank You

week1-natureofsystem

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