finding the fix that fits: human systems dynamics at work january 9, 2008 adaptive action glenda h....
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Finding the Fix that Fits:Finding the Fix that Fits:Human Systems Dynamics at WorkHuman Systems Dynamics at Work
January 9, 2008January 9, 2008
Adaptive Action
Glenda H. Eoyang, Ph.D.
January 2008 1© 2007. Human Systems Dynamics Institute.
Finding the Fix that FitsFinding the Fix that FitsIntroduction: 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, 2008Session 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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Today we will . . . .Today we will . . . .
Explore two more common characteristics of complex, chaotic systems:
Self-organizing Coupling
Butterfly Effects Fractals
Boundaries Attractors
Feedback
Understand a map of three different dynamics.Use the map to plan your adaptive actions.
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Your Guide . . . Glenda EoyangYour Guide . . . Glenda EoyangGlenda H. Eoyang, Ph.D.Glenda H. Eoyang, [email protected]@hsdinstitute.org
Adaptive Action Necessity was the mother of invention for
HSD. One of our simple rules at the HSD
Institute is “Search for the true and the useful.”
This is a field that makes more sense in practice than in theory—at least right now.
In complex systems, you sometimes have to act your way into understanding.
Adaptive Action Will Help
Fingerprints of ChaosFingerprints of ChaosSelf-organizingButterfly EffectsBoundariesFeedbackCouplingFractalsAttractors
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Where and how Where and how do you see do you see
these these fingerprints in fingerprints in
your work?your work?
Your Assignment Your Assignment (if you choose to accept it)(if you choose to accept it)
Select one of the fingerprints.Keep a diary of where and how you recognize it in
your personal and professional situations.Take at least one intentional action to respond to
the fingerprint. Be prepared to share your observations with us on
the community site or at the next session.
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Fingerprints of ChaosFingerprints of ChaosSelf-organizingButterfly EffectsBoundariesFeedbackCouplingFractalsAttractors
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What can you What can you DO DO
about them?about them?
Where and how Where and how do you see the do you see the fingerprints in fingerprints in
your work?your work?
FractalsFractals
Repeating self-organizing cycles generate similar patterns across levels.
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FractalsFractalsSimilar patterns appear at multiple levels.Short list of simple rules establish self-similar
processes and products across scales.Fractal patterns give coherence in chaotic systems.
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Tips for FractalsTips for FractalsFind and name the systemic patterns.Again, no naughty or nice.Let patterns at one scale inform you about other
scales.Shorts and simples help generate coherence in the
midst of diversity. Intervene at the scale you can reach, and look for
transformations at other scales, too.Be aware of the patterns you are replicating.
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FractalsFractalsVulnerable AdultsVulnerable Adults
Disruption in clients’ lives are often reflected in dynamics of service agencies.
Needs of clients reflect social and economic ills.Cultures of agencies show up in multiple ways:
Corrections Financial workers
Educators Social workers
Computer systems tend to replicate patterns within and disrupt patterns between.
Rules are many and complicated rather than short and simple.
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Fractals Fractals Action for Vulnerable AdultsAction for Vulnerable Adults
Shorts and simples might establish coherence across diverse populations, programs, and institutions.
Working teams must establish norms of action to support their own coherent action.
State-wide culture of concern for the disadvantaged may inform and empower the work.
Open and respectful stance of facilitator and project leadership will constrain dynamics.
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FractalsFractalsWhat are your What are your examples and examples and
questions?questions?
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Attractor PatternsAttractor PatternsOver time, stable patterns
shape system dynamics.
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Attractor PatternsAttractor PatternsSystem-wide patterns that indicate the dynamical
trends of change in a system through time. Four attractor patterns:
Random—no discernible pattern of change (people milling about)
Point—all change tends toward a single point (staff at quitting time)
Periodic—same pattern is repeated over and over at equal intervals of change (budget cycles)
Strange—coherent but unpredictable and non-repeating patterns within a bounded space (teen births/day in Texas)
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Tips for Attractor PatternsTips for Attractor PatternsThe attractor is NOT the thing that attracts. It IS the
system-wide pattern that results from the dynamics.
Practice seeing and moving with them. Introduce another attractor pattern to shift an old
one.Often you see the pattern before you see what
“causes” it. Multiple attractor patterns can exist in the same
system at the same time. 16
Attractor PatternsAttractor PatternsVulnerable AdultsVulnerable Adults
Random attractor patternsClients: Plans, crisis, violence, system interventionProjects: Media attention, economic changes, personal
reactions
Point attractor patternsClients: Jail, death, ill health, povertyProjects: Outcome measures, end dates, vocal leaders, goals
Periodic attractor patternsClients: Treatment, biological cycles, seasonsProjects: Budgets cycles, political winds, meetings
Strange attractor patternsClients: Addiction, peer group, belief, personality, relationshipsProjects: Success, solution, policy, political compromises
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Attractor PatternsAttractor PatternsAction for Vulnerable AdultsAction for Vulnerable Adults
Random attractor patternsStorytelling, personal relationships prior, environmental scan
Point attractor patternsCurrent benefits projects, outcomes, goals, governor’s focus
Periodic attractor patternsScheduled meetings, synch with legislative cycle, work through
winter in Minnesota
Strange attractor patternsHealth and wellbeing of target population, integration of funding
and service delivery systems
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Attractor PatternsAttractor PatternsWhat are your What are your examples and examples and
questions?questions?
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Fingerprints of ChaosFingerprints of ChaosSelf-organizingButterfly EffectsBoundariesFeedbackCouplingFractalsAttractors
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What can you What can you DO DO
about them?about them?
Where and how Where and how do you see do you see
these these fingerprints in fingerprints in
your work?your work?
What can you do?
Remember the Pattern Forming Process:What?So what?Now what?
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So what?
Now what?
Actor
Patterns Behaviors
Environment
What?
Tools
How can sticky issues be shifted?How can sticky issues be shifted?Adaptive Action CycleAdaptive Action Cycle
•Patterns
•Same/different
•CAS
•Adaptive Action
•Landscapes
•CDE Model
•Others . . .
Org Development
Human Resources
Human Systems Dynamics (HSD)
What can you do?
Remember the Pattern Forming Process:What?So what?Now what?
See patterns for their dynamics.Take action to shift the dynamics.Begin again!
The Landscape Diagram is one way we see and influence patterns.
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Landscape DiagramLandscape DiagramKnow When Your Changes Are In the Know When Your Changes Are In the
Zone of Self-OrganizingZone of Self-Organizing
Certainty
Agreeme
nt
Close to Far from
Far
from
Clo
se to Organized
Unorganized
Questions for your LandscapesWhich dynamic is predominant in my team,
organization, or industry?Where am I most comfortable?How easy to I (we) find it to move from one dynamic
to another?How do we encourage and reinforce each one of
the dynamics in our organization? How do we discourage or resist each of the
dynamics in our organization?Where am I now? Where do I want to be? How do I
get there?25
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Landscape DiagramLandscape DiagramKnow When Your Changes Are In the Know When Your Changes Are In the
Zone of Self-OrganizingZone of Self-Organizing
Certainty
Agreeme
nt
Close to Far from
Far
from
Clo
se to Organized
Unorganized
Where are Where are you now?you now?
Where do Where do you want to you want to
be?be?
How do you How do you get there?get there?
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Adaptive Action: Adaptive Action: Move Up and RightMove Up and Right
Certainty
Agreeme
nt
Close to Far from
Far
from
Clo
se to
• Less focusLess focus• More peopleMore people• Wider scopeWider scope• Larger spaceLarger space• More diversityMore diversity• Looser connectionsLooser connections• Less reinforcementLess reinforcement• Less frequent contactLess frequent contact• Longer timeLonger time
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Adaptive Action: Adaptive Action: Move Down and LeftMove Down and Left
Certainty
Agreeme
nt
Close to Far from
Far
from
Clo
se to
• More focusMore focus• Fewer peopleFewer people• Narrower scopeNarrower scope• Smaller spaceSmaller space• Less diversityLess diversity• Tighter connectionsTighter connections• More reinforcementMore reinforcement• More frequent contactMore frequent contact• Shorter timeShorter time
Put it to work . . .
What is a situation you currently face?Where is it on the landscape?Where would you like it to be?How might you take action to move it there?Act and start again . . .
That is Adaptive Action!
Today we have . . . .Today we have . . . .
Explored two more common characteristics of complex, chaotic systems:
Self-organizing Coupling
Butterfly Effects Fractals
Boundaries Attractors
Feedback
Understood a map of three different dynamics.Used the map to plan your adaptive actions.
30
Your Assignment Your Assignment (if you choose to accept it)(if you choose 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 of the parts of the map. 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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Finding the Fix that FitsFinding the Fix that FitsIntroduction: The Fix that Fits October 3, 2007
Session 1: Self-Organizing November 28, 2007
Session 2: Fingerprints of Chaos Dec 19, 2007
Session 3: Adaptive Action January 9, 2008
Session 4: Mental Model Gymnastics February 20Session 5. Seeing and Influencing March 5, 2008
Session 6: Shaping Possibilities April 16, 2008
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THANKS!THANKS!
HSD in Action means that you can
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