Download FF_22008_v1 - Adapt Knowledge

Finding the Fix that Fits:
Human Systems Dynamics at Work
February 20, 2008
Mental Model Gymnastics
Glenda H. Eoyang, Ph.D.
[email protected]
February 2008
© 2007. Human Systems Dynamics Institute.
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Finding the Fix that Fits
Introduction: The Fix that Fits
October 3, 2007
Session 1: Self-Organizing
November 28, 2007
Session 2: Fingerprints of Chaos
December 19, 2007
Session 3: Adaptive Action
January 9, 2008
Session 4: Mental Model Gymnastics
February 20, 2008
Session 5. Seeing and Influencing
March 5, 2008
Session 6: Shaping Possibilities
April 16, 2008
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Your Last Assignment
(if you chose to accept it)
 Consider a current issue for you or your team.
 Use post-it notes to identify the aspects of the
issue that fall into each part of the Landscape
Diagram.
 Decide which is most problematic for you and your
team.
 Make a plan and take action to move it.
 Watch what happens and be prepared to share your
discoveries.
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Today we will . . . .
 Challenge your mental model of productivity for
individuals and groups.
 Define generative relationship.
 Explore a model that helps you assess and
intervene to improve the productivity of a group.
 Assess the current productivity for a group you
are engaged with and plan an intervention to
improve.
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Your Guide . . . Glenda Eoyang
Glenda H. Eoyang, Ph.D.
[email protected]
 Productivity
 Mechanical metaphors assume faster and
harder are better.
 Biological metaphors assume adaptation
and survival are better.
 Who is right?
 It depends.
 Which mental model fits the situation,
resources, expectations?
 The critical question is:
Are you and your group prepared to
know the difference and pursue the
most “fit” solution to improve
productivity?
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Faster and Harder Are Better
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Adaptation and Survival Are Better
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How do you currently measure productivity?
Measures of
fast and hard
Measures of
adapt and survive
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Traditional Measures Work
when They FIT
 Outcome is known.
 Process is predictable.
 Resources are available.
 Consistency is important
and possible.
 Homogeneity is the rule
rather than the exception.
 Parts are either identical or
few in number.
 Process is under control.
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Traditional Measures DO NOT Work
when They DO NOT FIT
 Outcome is unknown or
unknowable.
 Process is unpredictable.
 Resources are scarce.
 Consistency is not important or
impossible.
 Homogeneity is the exception
rather than the rule.
 Parts are either diverse or many
in number.
 Process is not under control.
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So, what does work?
 Generative relationships:
 Multiple players
 Complex interactions
 Emergent system-wide
patterns
 Surprising change over time
 This works for both human
and other systems.
 We will focus on the
human ones.
 How do you measure
performance?
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Generative Relationship STAR
• Originally developed by Brenda Zimmerman.
• Defines four factors that shape productivity.
• Helps you assess the current balance among the
factors.
• Provides hints about how to intervene to shift
factors to improve generative productivity.
• Helps a group reflect on their own processes
without getting side-tracked into personal or
psychological territory.
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Generative Relationship STAR
Similarities and
Differences
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Similarities and Differences
 Similarities hold the group together.
 Differences define patterns of interaction and
potential for change.
 Both need attention for a generative action to form.
 When there’s too much difference . . . .
What can you do?
 When there’s too much similarity . . .
What can you do?
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Generative Relationship STAR
Similarities and
Differences
Talking and
Listening
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Talking and Listening
 The connections allow diverse agents to work
together to form new, shared patterns.
 Talking lets the individual inform the group.
 Listening lets the group inform the individual.
 Transformation happens for individual and group.
 When there’s too much talking . . . .
What can you do?
 When there’s too much listening . . .
What can you do?
 When there’s not enough talking and listening . . .
What can you do?
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Generative Relationship STAR
Similarities and
Differences
Talking and
Listening
Authentic Work
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Authentic Work
 The authentic work gives a focus to the energy of
the group.
 It provides a feedback loop that supports
adaptation over time.
 It gives evidence to those inside and others outside
that something is happening.
 When there’s too much work . . . .
What can you do?
 When there’s not enough work. . .
What can you do?
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Generative Relationship STAR
Similarities and
Differences
Talking and
Reason
Listening
Authentic Work
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Reason
 The reason for coming together draws the right
players into the group and keeps the group moving
forward.
 In traditional models, the reason comes first. In
generative relationship it may develop over time.
 A shared reason will work even when there are
“hidden agendas.”
 When there’s not a good enough reason . . .
What can you do?
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Consider Your Group
Similarities and
Differences
What are the similarities that
hold you together and the
differences that inform your
work?
Talking and
Reason
Listening
Authentic Work
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Consider Your Group
Similarities and
Differences
What are your habits for talking
and listening?
Do they serve you well?
Talking and
Reason
Listening
Authentic Work
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Consider Your Group
Similarities and
Differences
What is your authentic work?
Is it serving you and your
customers well?
Talking and
Reason
Listening
Authentic Work
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Consider Your Group
Similarities and
Differences
What is your reason for being
together?
How do you articulate and
reinforce that reason over time?
Talking and
Reason
Listening
Authentic Work
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Consider Your Group
Similarities and
Differences
Which point of the STAR is out
of balance?
Talking and
Reason
Listening
Authentic Work
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Consider Your Group
Similarities and
Differences
Talking and
Reason
Listening
What can you and others do to
balance the points of the
Generative Relationship STAR?
Authentic Work
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Today we have . . . .
 Challenged your mental model of productivity for
individuals and groups.
 Defined generative relationship.
 Explored a model that helps you assess and
intervene to improve the productivity of a group.
 Assessed the current productivity for a group you
are engaged with and plan an intervention to
improve.
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Your Assignment
(if you choose to accept it)
 Implement the plan of action you defined as you
considered the STAR and your generative group.
 Document changes you notice as a result.
 Reassess the STAR for the group.
 Be prepared to share your findings.
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Finding the Fix that Fits
Introduction: The Fix that Fits
Session 1: Self-Organizing
Session 2: Fingerprints of Chaos
Session 3: Adaptive Action
Session 4: Mental Model Gymnastics
Session 5. Seeing and Influencing
Session 6: Shaping Possibilities
October 3, 2007
November 28, 2007
Dec 19, 2007
January 9, 2008
February 20
March 5, 2008
April 16, 2008
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THANKS!
HSD in Action means that you can
AND
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