guide to human activity system (has) mapping

Guide to Human Activity System (HAS) Mapping

David Alman

Version 4

2 Guide to Human Activity System (HAS) Mapping Version 4 by David Alman May 2014

Contents 1. What is a “System”? ................................................................................................................................... 3

Please note that Attachment 1 replicates Table 1 Systems Thinking Matrix and includes References with

reference numbers 2 to 6 supporting different system types in Table 1. ......................................................... 3

2 What is a Human Activity System (HAS) Map?........................................................................................... 4

2.1 A Human Activity System (HAS) Map is described as: ............................................................................. 4

2.2 What do HAS Maps do? ........................................................................................................................... 4

2.3 HAS Map examples .................................................................................................................................. 5

3. Steps in developing a HAS Map ................................................................................................................ 10

4. An example of assessing, developing, and revising a HAS Map .............................................................. 12

Step 1. Gather the story about the Problem Situation ............................................................................... 12

Step 2. Develop a HAS Map using HAS Map Perspective Levels ................................................................. 13

Step 3. Identify causes of failure (e.g. Constraints, Conflicts, Unmet expectations) .................................. 13

Step 4. Carry out a Risk Assessment to reset the HAS Map. ....................................................................... 14

Step 5. Revise the Human Activity System Map .......................................................................................... 15

5. Lessons learned from using a HAS Map ................................................................................................... 16

Attachment 1 Systems Thinking Matrix with References included ................................................................. 17

References ....................................................................................................................................................... 18

About the author ............................................................................................................................................. 18


1. What is a “System”?

“A system is a collection of elements connected together to form a purposeful whole with properties that differ from those of its component parts” Reference [1]. There are many forms of systems such as computers; computer software; machinery equipment; work groups, financial budgets, HR recruitment processes, corporate plans and programs; projects; and much more. These are exampled in the Systems Thinking Matrix in Table 1, which indicates that systems differ because of their:

System Type. That is whether the system type is either: a) Systematic. Logical, rational, “linear” cause and effects. Where “this causes that”. OR b) Systemic. Multiple “non linear” cause and effects that result in either expected or unexpected

outcomes.

Perspective Level. That is whether the perspective, or way of seeing an issue, is either: a) “Hierarchical” Frameworks or Networks with multiple ways (perspectives) to consider what is

involved in an issue; OR b) “Flat” processes, transactions, and network exchanges with a single way (perspective) to consider

an issue.

PERSPECTIVE LEVEL

System Type

SYSTEMATIC SYSTEM

Linear “this causes that” systems

SYSTEMIC SYSTEM

Multiple “non linear” cause & effects

Multiple Perspectives

“Hierarchical” frameworks and networks

Triple loop of learning model

Soft Systems Methodology (SSM) AcciMaps Human Activity Systems (HAS)

Single Perspective “Flat” processes,

transactions, and network exchanges

ISO Management Systems IT systems and frameworks IM Systems Engineering & production systems Customer service systems HR Recruitment Performance and Diminished

performance management “Lean” Value Network Analysis (VNA) Theory of Constraints (TOC)

Viable System Model (VSM) System Archetypes System Dynamics

Table 1. Systems Thinking Matrix

Please note that Attachment 1 replicates Table 1 Systems Thinking Matrix and includes References with reference numbers 2 to 6 supporting different system types in Table 1.


2 What is a Human Activity System (HAS) Map?

2.1 A Human Activity System (HAS) Map is described as:

“A visual flow map illustrating a situation as a whole through interrelated, interacting, and interdependent

elements, that are also viewed from different perspectives”

2.2 What do HAS Maps do?

Identify causes of unwanted consequences for an organisation;

Identify causes to unintended consequences

Use a “Systemic” system model to link causes to consequences. These causes are direct or indirect -

“hidden” – causes that if not addressed can result in repeated unwanted consequences.

This is exampled in the Human Activity System (HAS) model shown in Diagram 1.

Diagram 1. Human Activity System (HAS) Model

A HAS Map also recognises and assesses different focus, attention, or perspectives when looking at

problems to understand issues involved. In this respect there are three perspectives used in HAS Mapping.

Reference [7]:

Referential perspectives such as values, assumptions, attitudes, and beliefs that cause appreciation of particular priorities and intentions and not others.

Governance Perspective How things are organised, directed, structured such as plans, organisation structures, accountability reporting.

Transactional Perspective How people (e.g. individuals and groups), processes, and physical environment interact.

Referential Level E.g. Values, priorities, assumptions

Transactional Level Social, process, physical

interactions

Governance Level Designed processes, practices,

structures, systems, rules, policies etc

Outcomes Either purposeful or unintended

consequences


Table 2 examples “problem situations” that HAS Maps can map in terms of (non linear - systemic) cause

and effects.

Table 2. Example of problem situations that can be HAS Mapped

2.3 HAS Map examples

HAS Map examples are provided over the next pages where event causes and consequences are flow

mapped through Perspective Levels. Please refer to Table 3.

Table 3. HAS Map Examples

Examples of problem situations that a Human Activity System (HAS) can assess and “map” include:

In Human Resource Management (HRM):

• Accidents & Incidents • Harassment & bullying & (work environment) stress related matters • Grievance & conflict management issues • Role and workplace performance & productivity • Change management program performance

In IT and IM

• Implementation of IT frameworks e.g. ITIL • IT changes • Project management performance • Client complaint management

In Organisational Services

• Service quality and efficiency • Customer/client dissatisfaction • Environmental risks

HAS Map Examples

The following pages example HAS Maps covering a range of different problem situations, as follows:

Performance Issue: Customer Contact Centre Service issues;

Health & Safety Issue: Workplace injury;

Employee Grievance: Employee entitlement;

Employee Grievance: Workplace harassment complaint;

Performance issue: IT Division performance issues


HAS Map Example. Performance Issue: Customer Contact Service.


HAS Map Example. Health & Safety Issue: Workplace injury


HAS Map Example. Employee Grievance: Employee entitlement


HAS Map Example. Employee Grievance: Workplace harassment complaint


3. Steps in developing a HAS Map

Step 1. Gather the story (to be used to develop the HAS Map) using, for example, the following question

about the problem situation’s events: What led/leads to what?

Step 2. Start a HAS Map by working out the story’s outcomes and then progressively work out causes and

effects back up through the Perspective Levels in a HAS Map: Transactional; Governance; Referential

Perspective Levels to form a flow map. Note also there can be “feedback” loops in flow maps. Please refer

to Diagram 2.

Diagram 2. HAS Map Perspectives Levels

Step 3. Once a HAS Map is developed and agreed, identify causes of failure and mark “failure” words into

the HAS Map to identify problem causes such as “Conflict”; “Constraint” and “unmet expectations”.

• Constraints: “Anything that limits a system's higher performance relative to its purpose”.

Reference [6].

• Conflict: “when two or more people or groups perceive that their values or needs are

incompatible”. Reference [8].

• Unmet expectations: “A violation or unfulfillment of a positive, valued expectation”. Reference [9].

Outcome Level Consequence outcomes (intended and unintended)

Transactional Level

How people, processes, and the physical environment interact

Governance Level

How things are organised, directed, structured such as plans, organisation structures, accountability reporting

Referential Level

Values, assumptions, attitudes, and beliefs that cause appreciation of particular priorities and intentions and not

others


Step 4. Carry out a risk assessment to determine what changes are required to address marked failures.

Refer to a Risk Assessment format in Table 4.

Perspective Level Causes of failure Risk Assessment Alternative options

Referential

Governance

Transactional

Outcomes

Table 4 Risk Assessment Template

Step 5. Based on the risk assessment, develop a solutions based revised HAS Map.

In summary:

Step 1 Gather the story about the problem situation;

Step 2. Develop a HAS Map using HAS Map Perspective Levels

Step 3. Identify causes of failure

Step 4. Carry out a Risk Assessment to reset the HAS Map.

Step 5. Revise the Human Activity System (HAS) Map

The following pages provide an example of going through each Step in developing a HAS Map around a

problem situation.


4. An example of assessing, developing, and revising a HAS Map

Step 1. Gather the story about the Problem Situation

The Story’s Consequences: Staff have faced increased customer dissatisfaction over the last few months.

This has increased employee absenteeism, dissatisfaction, and turnover.

The Story’s Key issues

Customer complaints have caused employee stress and distress, and associated increased

employee disengagement, and absenteeism.

Staff have raised their concerns with supervisors and more senior management both formally and

through e-mails and group meetings. No action is perceived to have been taken by management.

Employees have also highlighted and expressed the view that the current customer service policies

and standards are poor and better offered by a competitor that is in the next building. This is

ignored by senior management whose view is that everyone works for a successful company that

values “pride of service” and “quality of service” as a priority. Employees also point out that their

competitor’s priority is “speed of service” and “meeting customer needs” that seems to meet

customer expectations.

See Step 2 HAS Map as a translation of this story’s key issues.

See Step 3 where the HAS Map identifies causes of failure in the story’s key issues. Words in red ink

reflect 3 aspects affecting the “Story” in terms of Interpersonal Conflicts; Work Constraints; and unmet

or violated expectations in a HAS Mapped problem situation.


Step 2. Develop a HAS Map using HAS Map Perspective Levels

Step 3. Identify causes of failure (e.g. Constraints, Conflicts, Unmet expectations)


Step 4. Carry out a Risk Assessment to reset the HAS Map.

Perspective Level

Causes of failure Risk Assessment Alternative options

Referential Executive support current policies

Current policies increases loss of customers and sales

Customer service policy themes endorsed by executive:

• Service meets customer needs • Consistent service quality

standards

Governance Managers and supervisors do not question reported problems of Customer Service Policies

Lack of dialogue (and records) can cause additional conflict with employees, and not improve customer service.

Management and supervisors regularly meet with staff to address staff concerns and improve customer service issues.

Transactional Employee stress and morale dropping

Absenteeism, drop in confidence, and loss of staff

Customer service staff encouraged to meet customer expectations. Customer issues not addressed are reported to management to identify service improvements, and change service standards.

Outcomes Customer complaints increasing

Loss of customers and perception of services

Customer service and expectations monitored and addressed

Customer Service staff leaving

Employee resource losses

Address Customer Service staff concerns and complaints.


Step 5. Revise the Human Activity System Map


5. Lessons learned from using a HAS Map

The “whole” problem situation is looked at to develop a sustainable solution, not a local “quick fix”

solution that focuses only on immediate consequence causes.

Different perspectives that caused the unintended consequence outcomes are explored, not limited to

a single perspective that can hide potential future problem situations.

Systemic, non linear, cause and effects are identified, not limited to linear systematic linear “this causes

that” (where sometimes linear “why because” trees are used).

Failure causes arise from constraints; conflicts; and unmet expectations that need to be identified and

addressed.


Attachment 1 Systems Thinking Matrix with References included

PERSPECTIVE LEVELS

System Type

SYSTEMATIC SYSTEM

Linear “this causes that” systems

SYSTEMIC SYSTEM

Multiple “non linear” cause & effects

Multiple Perspectives “Hierarchical” frameworks

and networks

Triple loop of learning model Reference Thorsten Wiki [2]

Soft System Methodology (SSM)

Reference Alman [5] AcciMaps Reference Hopkins [3] Human Activity System Reference

Patching [4]

Single Perspective “Flat” processes,

transactions, and network exchanges

ISO Management Systems IT systems and frameworks IM Systems Engineering & production systems Customer Service Systems HR Recruitment Performance and Diminished

performance management “Lean” Value Network Analysis (VNA) Theory of Constraints (TOC) Reference Alman [5]

System Archetypes System Dynamics Viable System Model (VSM)

Reference Alman [5]


References

[1] Rosalind Armson Growing wings on the way: Systems thinking for messy situations.

[2] Thorsten Wiki on the Triple Loop of Learning ref http://www.thorsten.org/wiki/index.php?title=Triple_Loop_Learning

[3] Andrew Hopkins AcciMaps in use http://www.efcog.org/wg/ism_pmi/docs/Safety_Culture/Hopkins_ACCIMAPS_in_use.pdf

[4] David Patching Practical Soft Systems Analysis.

[5] David Alman Using Systems Thinking to Improve Organisations ref http://www.slideshare.net/davidalman/using-systems-thinking-to-improve-organisations

[6] Lisa Scheinkopf “Thinking for a change: Putting the TOC Thinking Processes to use.”

[7] Naiker, Hopcroft, and Moylan. Work domain analysis: Theoretical concepts and methodology http://www.dtic.mil/dtic/tr/fulltext/u2/a449707.pdf . From this “Perspective Levels” are adapted from Jens Rasmussen “Levels of abstraction” as explained in Notation 5 of the Human Activity System (HAS) Mapping article by David Alman ref http://www.slideshare.net/davidalman/human-activity-system-has-mapping

[8] Tillett and French “Resolving conflict: A practical approach”.

[9] John Mitrano “That’s not fair!: The social construction of organizational (in)justice among professionals”.

About the author

David Alman is based in Brisbane, Queensland, Australia and has written a number of blogs, articles, and, slides mainly based on Systems Thinking. These can be found at his: Google Site. Please refer to: https://sites.google.com/site/proventivesolutions/human-activity-system-has-mapping And his WordPress site, please refer to http://davidalman.wordpress.com/human-activity-system-has-mapping/

http://www.thorsten.org/wiki/index.php?title=Triple_Loop_Learning

http://www.efcog.org/wg/ism_pmi/docs/Safety_Culture/Hopkins_ACCIMAPS_in_use.pdf

http://www.slideshare.net/davidalman/using-systems-thinking-to-improve-organisations

http://www.dtic.mil/dtic/tr/fulltext/u2/a449707.pdf

http://www.slideshare.net/davidalman/human-activity-system-has-mapping

http://www.slideshare.net/davidalman/human-activity-system-has-mapping

https://sites.google.com/site/proventivesolutions/human-activity-system-has-mapping

https://sites.google.com/site/proventivesolutions/human-activity-system-has-mapping

http://davidalman.wordpress.com/human-activity-system-has-mapping/

guide to human activity system (has) mapping

Business

human activity

storys key

meet customer

networks triple

systems thinking

system type

system types

perspective