Managing Complexity - Assignment Example

Managing Complexity Question 1 (50% mark) Use the notes you were making in your Learning Album while studying Block 1 and your knowledge and review of Primer (T552 and T551 packs) to help in answering parts (a) and (b) below: a) Discuss in your own words the characteristics of hard and soft complexity and then give the detailed example/s from your own experience for each type of complexity. (10 marks) Baccarini 96 defined complexity as consisting of many varied interrelated parts and can be operationalized in terms of differentiation and interdependency. Further, there are two sorts of complexity: hard and soft complexity. Hard complexity generates difficult technical or computational problems. Soft complexity indicates description of events is ambiguous. It also involves many people’s views and they interact with the situation. (Systems Thinking: Principles and Practice/aqua.com/vb/attachment/id=449884d=1231574690) It is understood that the area of hard complexity is along problems that are certain and can be solved by mathematical computations. It has also one kind/level of interpretation. Examples for this type of complexity are the projects of a community to construct an access road and foot bridge in the area. Thus, activity schedules and expected completion times for these projects were prepared to ensure said projects are done as scheduled. On the other hand, soft complexity is along problems that consider people, their feelings, attitudes, hopes and aspirations. As such, it welcomes many views and interpretations from different sectors and private individuals whether affected or not by the situation. An example of soft complexity is the plan of a local government unit to intensify their feeding program for underweight children but the content of the program is not clear as to service description, specific location and types of volunteers to be recruited. b) Reflecting on the ideas of Schon (swamps and high grounds) and Ackoff (who enunciated the term “mess”) detail the differences between messes and difficulties and using their ideas while giving illustrative examples. Are there any implications for treating a mess as a difficulty? (25 marks) The terms “mess” and “difficulty are differentiated as follows: The definitions of those two terms state “A difficulty takes for granted the overall context and purpose of the situation and the aim is to find the best solution . mess includes many different and changing perspectives and variables and there is a high level of uncertainty about the situation will develop. One has to accept that there is no solution to a mess; the aim is hence to improve the situation rather than solving it. (When Problems Turns into Messy/situation/http://annemuller.com/2010/06/16) Comparatively, a mess has the following features: It is bounded, in large scale and ill-defined. On the other hand, a difficulty is bounded, on small scale and well-defined. (Systems Thinking: Principles and Practice//www.aqua.com/vb/attachment.php? attachment /id=449884d=1231574690) The above distinctions thus connotes that a mess has the quality of uncertainty broader in scope and has various meanings/interpretations while a difficulty is precise, and has boundaries/limitations “Ackoff (1979) asserts that managers seldom face problems that are independent of each other. They face messy, moving situations – complex systems of changing problem that interact and problems are defined by analysis from messes. .. Referring to Schon’s ideas as he speaks about ” messy practice” in a delightful metaphor of landscape, that there is a high, hard ground where practitioners can make use of research- based theory and techniques and there is the swampy lowland where problems are confusing “messes” incapable of technical solution. . . in the swamp are the problems of human concern . . .” (http:bola.biz/change/seminar3b.html) It is therefore the manager’s decision whether to situate himself in high grounds solving problems using traditional methods or in the lowland but with confusing problems/concerns requiring methods and techniques to improve the situation. There are implications perceived in treating a mess as a difficulty. The outputs shall produce different results and there is no assurance that the right plans shall be formulated and achieved. Examples to illustrate the distinction between messes and difficulties are as follows: Data gathering for a research study in a government office is a mess. Difficulties include choosing appropriate sources of materials including types of materials , and format of presenting data gathered. Screening of job applicants in the Human Resource Department of a private office is a mess. Difficulties are selecting the candidate/s for second screening and eventually candidates for final interview. It is important for managers to know when to recognize a problem or situation as a mess or difficulty for on it depends the right plans to be formulated and future actions to implement the plans. c) As a reaction against thinking in systems engineering or operations research terms, ‘”hard “ and “soft “ systems terms were coined. Differentiate between the soft and hard systems thinking tradition and explain their usefulness when dealing with purposeful behavior in general . (15 marks) Senior (2002) gave importance to hard systems by drawing our attention to hard ‘it must be done’ complexity and the type of rational objectivising, calculating methods that may be used to map, measure, communicate and progress decisions. The stages to go through are situation analysis and option evaluation . . .Techniques for hard systems methodology are project teams and allocations, cash flows, project information systems, detailed estimates, plans, critical paths and others. . . . (http://www..bola.biz/change/seminar3b/html) On the other hand, there emerged another way of looking at the area of complexity indicating that. some change situations (problems/opportunities) by nature of their complexity and particular characteristics, require soft rather than hard systems approaches to change. ..Change is only effective when people’s feelings, needs, perceptions, ways of doing things are addressed and messy situations require managers to dissolve existing problems, by challenging underlying purposes and assumptions. (The Art & Science of Mess Management -2 /www.in.edu.hk/mgt/staff/robin/change/EMBA% 208% 20 redone. ppt) Further, “ As opposed to the traditional or hard methods, soft OR employs predominantly qualitative, rational, interpretative and structured techniques to interpret, define and explore various perspectives of the problems under scrutiny. . . http://dspace.dsto.defence.gov.au/dspace/hmtl/19473707) With regard to the development of soft systems , Peter Checkland made a great contribution as he laid the foundations of Soft Systems methodology by transforming traditional hard systems engineering methodologies to be able to deal with the humanness of human beings, highlighting the importance of irrationality, creativity and values, among others. (http://analytics-magazine.com/p=721) Further, soft OR concentrated on defining the situation, resolving conflicting viewpoints and coming to a consensus about future actions.(http:www.sysdyn.clexchange.org/sdep/RM7/d-4405-1) Based on the above distinctions between hard and soft systems, it could be gleaned that hard systems are preferred by managers in the preparation of their performance reports using statistical methods, financial planning, accounting procedures and others. On the other hand, soft systems are appropriate for problems/situations that are concerned with processes and better ways of doing things, taking into consideration people’s views and opinions. Finally, based on the above differentiation of hard and soft systems, it may be concluded that the application of these two systems would largely depend on the ability of managers to determine which system suits the type/nature of problem/situation at hand. Question 2 (50%) Two of the most difficult issues in drawing diagrams to represent specific examples are “rightness” and “completeness”. a) How do you address these concerns while diagramming in general? Are these concerns more applicable to a specific diagram more than the others and why? What other concerns you may have when drawing diagrams and how do you deal with them? (20 marks) Everyday , the mangers are confronted with problems c/concerns needing review/assessment of present systems for improvements to ensure that organizational goals and objectives are attained. In this regard, he must be equipped with systems diagramming skills. Basically, the manager should be familiar with the systems definition as “an assembly of components interconnected as if it has a purpose” (openlearn.open.ac.uk/mod/oucontent/view.php?id=3978697 §ion=1.9.4) Further, systems diagrams are powerful tools that helps in understanding how complex systems work. Systems analyzed may include businesses through biological population models to the impact of social policy , etc. (http.://www.mindtools.com/pages/article/new TMC.or.htm) Two of the major issues in systems diagramming are “rightness” and “completeness”. These concerns come up in all diagramming. Addressing the issue on rightness is to equate it with rules in producing technically-correct diagrammatic form. This will unlock one’s misunderstanding/lack of understanding of the complex situation at hand. On the issue of completeness , one must be well prepared in the exploration of the complex system under study; all the parts in the diagram fit the title; and that the diagram is readable.( http://openlearn.open.ac.uk/mod/oucontent/view.php?id=397869 & section=1.9.4} At this age of advanced technology, “ Drawing a system diagram is a good way of starting to build a computer model. The technique helps you to map out the structure of the system to be modeled. It shows the relationship that are important and helps you to start quantifying the linkages between factors.” (http:/www.mindtools.com/pages/article/newTMC-04.htm) Working with other people’s diagram sometimes poses difficulty to some. Along with skills in diagramming is skills in reading diagrams. It helps one understand what other people are trying to impart and also develops one’s skill to be critical in identifying the general features of other people’s diagram and thus to be critical also of the diagrams they prepare themselves.(http://openlearn.open.ac.uk/mod/oucontent/view.php?id=397793 b) Taking these issues in “a” above into consideration while being creative and systemic, draw a systemic diagram like spray diagram to represent a complex situation like the CSA case or the ongoing World Financial Crisis. (15 marks) Fig. 1. Choosing an Alternative Route for Delivery of Goods during Disasters The above spray diagram was prepared considering that spray diagrams are mainly used for representing the structure of an argument, to encapsulate the relationships between the ideas of others or for note taking. It has the following elements : central circle or blob for main topic ; blobs for sub-topics (optional); word on the lines or at the ends of lines; branching set of lines and title. (http://systems.open.ac.uk/materials/T552/pages/spray Appendix.html) c) See Block one pages 41 and 42, Figures 8a & 8b. These systems maps have flaws or defects as discussed in your Text. Draw a new Systems Map which avoids all these mistakes while being creative. Make notes of your insights and understanding that you gained from answering this question. (15 marks) A new systems map of CSA was prepared considering that “ A systems map is essentially a snapshot of the situation. It shows the components of the situation at one point in time from the perspective of the stakeholder who is looking at it at that time. Some components may be seen as part of other components (i.e. systems, subsystems and environments ) or they might overlap with each other (e.g. the stakeholder viewing the situation sees certain stakeholders interest as being related or in alliance). (www.open2.net/system/thinking/systemsmap.rtf) Modification to the CSA map was made to include all the subsystems and that all components of the system (CSA) are inside the circle. Parts of some components are also indicated. Sequence of steps was also re-aligned such that they are logically arranged and easy to understand. Systems Map Fig. 2. New Systems Map of CSA Indeed , knowledge and skills in preparing a system map will help managers in performing their work effectively in their respective organizations. This is vital as “ leaders of all kinds in contemporary organizations find themselves faced with increasing uncertainty as well as complexity. . .(The Bayswater Working Conference ‘Managing Complexity in Organizations/www.bayswaterinst.org/subpage.html) Bibliography http://www.analytics-magazine.com/?p=721 http://www.annemuller/category/change-management http://www.aqua.com/vb/attachment/id=449884d=1231574590 http://www.bayswaterinst.org/sub.html http://www.bertelsen.org.strategiskM%E5dgivning-aps http://www.bola.biz/change.seminar3b/.html http://www.dspace.dsto.defence.gov..au/dspace/html/19473707 http.//www.in.edu.hk/mgt/staff/robin/change/EMBA%208%.20 redone.ppt http://mindtools.com/pages/article/newTMC-04.htm Read More