A Computer-Based Strategy to Facilitate Organizational Learning Process

This research investigated the development of Organizational Learning Process (OLP) through the application of a computer-based strategy in an organizational setting. OLP is developed from the organizational learning literature as an integration of similar concepts of organizational processes of inquiry essential to organizational learning. These concepts included: organizational dialectic (Argyris and Schon 1978), surfacing and testing mental models (Senge 1990a,1990b), and interpretation process (Daft and Weick 1984). A qualitative research methodology was developed within a participatory action research framework (Whyte 1989). A six phase research project, designed as a computer-based strategy to generate OLP, was applied in an organizational setting. The research project was conducted in a major healthcare system in the southeastern United States and involved 17 senior executives. The participants represented diverse units, services, and geographic locations within the health system. The participants were separated into two groups and the project was completed over a 6 month period. For Phase I the context for the research project was established. In Phase II, individual interviews, based on Schein\u27s (1985) organizational culture concept of internal integration, were conducted. Interview results were used to construct an organizational profile and computer-based exercise for each group. For Phase III, participants anonymously assessed the organizational profile during the first of two computer-based exercises. During Phase IV, participants individually examined group assessments during the second computer-based exercise. In Phase V, participants engaged in a group discussion and joint examination of profile assessments. Finally, in Phase VI group interviews were conducted to assess the research project. Data was collected through: (1) individual interviews, conducted in phases II-IV and VI, (2) organizational profile assessment results from the Phase III and IV computer exercises, and (3) the Phase VI group interviews. Qualitative data analyses were performed on interview data (Strauss and Corbin 1990; Patton 1980) at the individual, organizational, and strategy levels. Categories defining the results of the strategy deployment were subsequently developed. The research findings demonstrated the strategy capability to: (1) generate OLP at the individual level, reducing exposure to organizational defenses, (2) generate OLP at the organizational level, and (3) generate participatory strategy redesign guidance. In addition, the research generated an exploratory framework for OLP generated by the strategy. Research implications are also developed for the local organization, the organizational learning phenomenon, and the management of organizations. Directions for further research are also outlined

A Systems-Based Framework for Design and Analysis of an R and D Structure

A critical challenge for managerial effectiveness and competitive advantage in research and development (R and D) organizations is developing an appropriate structural configuration. However, in finding an appropriate structural configuration, R and D managers are faced with unprecedented levels of uncertainty, ambiguity, and accelerating complexity, coupled with demands for increased productivity. This paper develops a systems-based framework to support rigorous design, analysis, and transformation of the structure for R and D organizations. The framework development includes: (1) a review of the literature for the nature and role of the structure in R and D management; (2) setting of the R and D structure problem from a systems perspective; (3) establishing a systems view of R and D structure; (4) articulation of a systems-based framework for R and D structure drawing on management cybernetics and systems theory; and (5) an application of the framework to design the structure for a multidisciplinary R and D center. The paper concludes with implications and utility of the framework for practicing R and D managers challenged with structuring an R and D organization

Systemic Analysis of Complex System Governance for Acquisition

The purpose of this paper is to explore Complex System Governance (CSG) issues related to systemic analysis of acquisition systems. CSG is an emerging field focused on the design, execution, and evolution of the functions necessary to provide continued system performance (stability) in the midst of incessant turbulence and increasing complexity. Integral to this field is the necessity to engage systems to address behavior or performance that is inconsistent with that which is desired. Systemic analysis for CSG serves to examine a system to discover fundamental system issues (e.g. acquisition). Arguably, system acquisition has an unremarkable record of success, ranging from missing cost, schedule, or performance expectations to outright failure. However, although acquisition has been a continual subject of reform, little emphasis has been placed on a more rigorous systemic exploration of the field. This systemic analysis is aimed at uncovering deeper levels of aberrant behavior/performance as a function of a deficient underlying governance system. To examine systemic analysis of CSG for acquisition, this paper pursues three primary objectives. First, a brief introduction to the acquisition problem domain and CSG are provided. Second, a perspective of systems-based pathologies for CSG is developed. Third, an approach to systemic analysis for CSG is developed (the M-Path Method). This method is introduced as an approach to ‘systemic analysis’ through the identification of pathologies (deviations from healthy system functioning) in CSG. The paper concludes with directions for future development of systemic analysis for CSG in acquisition

Complex System Governance as a Framework for Asset Management

Complex system governance (CSG) is an emerging field encompassing a framework for system performance improvement through the purposeful design, execution, and evolution of essential metasystem functions. The goal of this study was to understand how the domain of asset management (AsM) can leverage the capabilities of CSG. AsM emerged from engineering as a structured approach to organizing complex organizations to realize the value of assets while balancing performance, risks, costs, and other opportunities. However, there remains a scarcity of literature discussing the potential relationship between AsM and CSG. To initiate the closure of this gap, this research reviews the basics of AsM and the methods associated with realizing the value of assets. Then, the basics of CSG are provided along with how CSG might be leveraged to support AsM. We conclude the research with the implications for AsM and suggested future research

Systemic Intervention for Complex System Governance Development

This paper explores the issues related to systemic intervention for Complex System Governance (CSG) development. Systemic intervention seeks to intentionally engage a system to influence trajectory or outcomes. CSG is an emerging field focused on the design, execution, and evolution of the functions necessary to provide continued system performance (stability) in the midst of incessant turbulence and increasing complexity. Integral to this field is the necessity to ‘intervene’ in a complex system to enhance system behavior, structure, or performance. Arguably, system interventions have an unremarkable record of success, ranging from declared success in improving a situation (system) to abysmal failure (doing more harm than good). However, little emphasis has been placed on a more rigorous exploration of the nature of systemic intervention as it influences our ability to more effectively enact change in complex systems. To address this sparse accounting in the literature, following an essential introduction to Complex System Governance, this paper pursues three primary objectives. First the nature of ‘systemic intervention’ is examined. Second, the different forms and roles in systemic intervention for complex systems are explored. Third, an approach for beginning an intervention in CSG (CSG Entry) is examined for broader implications for engaging complex systems and problems. The paper concludes with critical issues and suggests considerations for more effective systemic intervention

A Governance Perspective for System-of-Systems

The operating landscape of 21st century systems is characteristically ambiguous, emergent, and uncertain. These characteristics affect the capacity and performance of engineered systems/enterprises. In response, there are increasing calls for multidisciplinary approaches capable of confronting increasingly ambiguous, emergent, and uncertain systems. System of Systems Engineering (SoSE) is an example of such an approach. A key aspect of SoSE is the coordination and the integration of systems to enable ‘system-of-systems’ capabilities greater than the sum of the capabilities of the constituent systems. However, there is a lack of qualitative studies exploring how coordination and integration are achieved. The objective of this research is to revisit SoSE utility as a potential multidisciplinary approach and to suggest ‘governance’ as the basis for enabling ‘system-of-systems’ coordination and integration. In this case, ‘governance’ is concerned with direction, oversight, and accountability of ‘system-of-systems.’ ‘Complex System Governance’ is a new and novel basis for improving ‘system-of-system’ performance through purposeful design, execution, and evolution of essential metasystem functions.

Framework For Improving Complex System Performance

This paper introduces a framework for improvement of complex system performance. Complex systems are besieged with conditions marked by increasing uncertainty, emergence, and ambiguity. Additionally, demands for increased productivity, resource efficiencies, and performance improvement make new approaches paramount for modern systems engineers. In response, a framework to improve complex system performance is developed. Following an introduction, the paper pursues four objectives: (1) introduction of Complex System Governance (CSG) as a foundation to describe essential system functions, (2) suggest system `pathologies\u27 as an explanation for deep system performance issues, (3) exploration of system performance improvement as a function of `requisite variety\u27 to compensate for deep system issues, and (4) introduce a framework for complex system performance improvement using system pathologies as `unab-sorbed variety\u27. The paper closes with some challenges for further development of the framework for deployment and application guidance for practitioners

Systems Theory as the Foundation for Understanding Systems

As currently used, systems theory is lacking a universally agreed upon definition. The purpose of this paper is to offer a resolution by articulating a formal definition of systems theory. This definition is presented as a unified group of specific propositions which are brought together by way of an axiom set to form a system construct: systems theory. This construct affords systems practitioners and theoreticians with a prescriptive set of axioms by which a system must operate; conversely, any set of entities identified as a system may be characterized by this set of axioms. Given its multidisciplinary theoretical foundation and discipline-agnostic framework, systems theory, as it is presented here, is posited as a general approach to understanding system behavior. © 2013 Wiley Periodicals, Inc

Critical Space Infrastructure: A Complex System Governance Perspective

This paper examines the applicability of Complex System Governance (CSG) to advance the Critical Space Infrastructure field (CSI). CSI encompasses space related hardware, workforce, environment, facilities, and businesses that are necessary for societal well-being. CSI is increasing in importance as more societal serving systems are becoming dependent on CSI to operate. Given this increasing dependence on CSI, societal sectors are increasingly at risk should something go wrong with CSI upon which they depend. CSI has been developing is a fragmented way and lacks coherent organization. CSG is focused on design, execution, and evolution of system functions that provide for communications, control, coordination, and integration of complex systems. CSG provides structure and order to complex systems through a rigorous grounding in systems theory (the axioms and propositions that govern behavior, performance, and structure of complex systems), management cybernetics (the science of organizational structure), and system governance (focused on provision of direction, oversight, and accountability). In this paper the intersection of CSI and CSG is explored with respect to the value that can accrue to both fields through their intersection and joint development. The opportunities that lie at the intersection of these fields are examined. This paper concludes the exploration with a discussion of the implications for movement forward in bringing the value offered by CSG to the governance of space-based critical infrastructures

Challenges for Developing Complex System Governance

This paper examines the challenges and practice implications for Complex System Governance (CSG). CSG is presented as an emerging field focused on the design, execution, and evolution of the higher order (metasystem) functions necessary to provide control, communication, coordination, and integration of a complex system. This paper is focused on three primary objectives. First, we introduce the complex system problem domain that the CSG field is being designed to address. The pervasiveness of this problem domain is demonstrated by a short examination of the water utilities sector. Second, we expound the nature of CSG and an emerging reference model that defines the functions of CSG. These functions must be performed by any system that maintains viability (continued existence). The CSG reference model rests on the underlying conceptual foundations built from Systems Theory (axioms and propositions governing system integration and coordination) and Management Cybernetics (communication and control for effective system organization). Third, we explore the particular challenges that must be addressed if the potential of the emerging CSG field is to be realized. The paper concludes by suggesting the potential that the CSG field brings for enhancing practitioner capabilities to more effectively deal with complex systems and their associated problems