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St & soc media

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St & soc media

  1. 1. Sysparatem Social Media, Complexity at the Organisation / Environment Interface & Systems Thinking Frameworks Copyright 2012 Sysparatem
  2. 2. Sysparatem Framework Fusion ● Major real-world paradigm changes create multifaceted problems ● They demand a range of skills and tools ● Usually we need to mix approaches and frameworks to suit the territory we find ourselves in ● We are free to fuse frameworks to suit the territory but trying to make the territory fit the framework only ends in falsifying or ignoring evidence ● This half of the session explains a framework fusion I used for looking at crucial change ● The problem was how organisations need to transform to function in modern social media environments Copyright Sysparatem 2012 under creative commons license
  3. 3. Sysparatem Problem I Organisations can't invent customers to suit their organisations any more because their customers are in an enormous articulated network outside the boundary They have to address much more complexity at the perimeter and have to respond to the inputs instantly in most cases Copyright Sysparatem 2012 under creative commons license
  4. 4. Sysparatem Problem II A hierarchical structure is unable to deliver the necessary responsiveness at the organisational perimeter The structure cannot process the necessary policy application decisions and strategic actions required for organisations to survive Copyright Sysparatem 2012 under creative commons license
  5. 5. Sysparatem Problem III A lot of the answers have been around for a long time but while it was still largely possible to hoodwink the consumer, implementing those answers was optional. The big difference now is that you can't do that any more Copyright Sysparatem 2012 under creative commons license
  6. 6. Sysparatem Systems Thinking VSM What follows are 3 frameworks from Systems Thinking that mashed up together looked like a solution The first was developed in the 1970's by Stafford Beer called the Viable Systems Model Copyright Sysparatem 2012 under creative commons license
  7. 7. Sysparatem Systems Thinking VSM System 5 Policy, Governance, Culture System 4 Marketing, Portfolio, Innovation System 3 Delivery Resource Distribution System 2 Coordination System 1 Operations Diagram from “The Brain of the Firm” By Stafford Beer published by Wiley 1981 Copyright Sysparatem 2012 under creative commons license
  8. 8. Sysparatem Systems Thinking VSM VSM is not a 5 minute study so I'm going to focus here on the aspect which most directly answers the problem with hierarchical structure. The organisational model is fractal So every level of every organisation contains a whole model within. This provides requisite variety at the organisational perimeter as there are always local instances of Governance etc. Power is distributed but also coordinated. This framework let me see how large organisations could work to achieve common aims See “The Fractal Organisation” by Patrick Hoverstadt Copyright Sysparatem 2012 under creative commons license
  9. 9. Sysparatem Systems Thinking PCP The Second area of ST I drew on was work developed by Fran Ackermann & Colin Eden based on George Kelly's Personal Construct Theory. This work is called SODA Strategic Options Development and Analysis. George Kelly Copyright Sysparatem 2012 under creative commons license
  10. 10. Sysparatem Systems Thinking PCP SODA uses cognitive mapping techniques and workshop environments to arrive at socially negotiated and jointly shared models for organisational change I thought this fitted perfectly with VSM as a method of developing a shared vision across an organisation The next slide is an example of a causal map. Rule of thumb if the map is of an Individual it's Cognitive if it's used for a group it's Causal Copyright Sysparatem 2012 under creative commons license
  11. 11. Sysparatem Systems Thinking PCP Cognitive mapping tool Decision Explorer available from Banxia.com Copyright Sysparatem 2012 under creative commons license
  12. 12. Sysparatem Systems Thinking Head Stuff Now no change proposal or effort gets very far without meeting serious resistance and quite often from serious players. SODA is great at encouraging group negotiated strategic options but it seemed a good idea to look at tools and techniques that might be used to help with more human / individual levels of resistance So the final third element were a group of techniques designed to help people re-frame or re-conceptualise their part in the whole Metaphor & Visualisation Challenging restrictive thinking Overcoming fear and building trust Copyright Sysparatem 2012 under creative commons license
  13. 13. Mashing the ST Sysparatem Frameworks Pulling these different frameworks together I ended up with A model that showed them as three interlocking and mutually supporting parts of a pyramid The fourth point of the pyramid I saw as outcomes and I labelled it 'Crucial Change' because it expresses that the change that needs to be made in 21st century environments is about whether organisations will survive So looking at those issues, this was my Framework Fusion. Copyright Sysparatem 2012 under creative commons license
  14. 14. Sysparatem The Framework Fusion Copyright Sysparatem 2012 under creative commons license
  15. 15. Sysparatem Part II Example of a Social Media Tool Helping Meet the Challenge of Increased Variety Copyright Sysparatem 2012 under creative commons license
  16. 16. Sysparatem Managing Variety in Social Media A very simple, common attenuator and amplifier of variety Organisation Environment Copyright Sysparatem 2012 under creative commons license
  17. 17. Sysparatem Managing Variety in Social Media For the purpose of illustration I'm using prediction markets as one example of a social media tool A prediction market is an approach to using collective intelligence which is being dealt with in greater depth by Dr Servan-Schreiber in a separate session. A very brief summary will serve for our purposes Copyright Sysparatem 2012 under creative commons license
  18. 18. Sysparatem Managing Variety in Social Media World's shortest introduction to Prediction Markets A Prediction Market is: A market in which the stocks are questions about future events, money may not be real and there are no insider trading laws A technique applied by Iowa Electronic Markets to successfully predict the outcomes of nearly all the US elections for the past 15 years with greater accuracy than the professional poll organisations 75% of the time A technique for getting at the aggregate knowledge and wisdom of large groups so effective that it is leveraged by GE in its’ new innovation driven business model and by Best Buy to select product lines for next years focus A method of finding out what people really think about the questions floated as stocks because bidding is anonymous Copyright Sysparatem 2012 under creative commons license
  19. 19. Sysparatem Managing Variety in Social Media Another example of tackling massive variety created by Social Media actually extends BEYOND the organisations self perceived boundary. One of our technology partners FlyingBinary, run by the inimitable Jacqui Taylor, specialises in big data and social media. The following two slides show the results of a massive high speed web- data trawl and the latest super-fast structuring and search technologies Copyright Sysparatem 2012 under creative commons license
  20. 20. Sysparatem Managing Variety in Social Media From FlyingBinary Copyright Sysparatem 2012 under creative commons license
  21. 21. Sysparatem Managing Variety in Social Media From FlyingBinary Copyright Sysparatem 2012 under creative commons license
  22. 22. Sysparatem The Framework Fusion Copyright Sysparatem 2012 under creative commons license
  23. 23. Sysparatem The Framework Fusion Copyright Sysparatem 2012 under creative commons license
  24. 24. Sysparatem Framework Fusion ● Major real-world paradigm changes create multifaceted problems ● They demand a range of skills and tools ● Usually we need to mix approaches and frameworks to suit the territory we find ourselves in ● We are free to fuse frameworks to suit the territory but trying to make the territory fit the framework only ends in falsifying or ignoring evidence We shall not cease from exploration And the end of all our exploring Will be to arrive where we started And know the place for the first time Copyright Sysparatem 2012 under creative commons license
  25. 25. Sysparatem Context Value Thank You Copyright under Creative Commons Sysparatem 2012

Notas do Editor

  • I
  • This is an overview of how I think these three areas may fit together to deliver 21 st Century organisations. Harnessing the energy in Human-ness Forming socially negotiated strategies Articulating them through a fractal model enabling distributed leadership This is not a small short term undertaking But that doesn't mean you can't start Getting results fast The fractal structure of the model Allows for cellular change
  • This is an overview of how I think these three areas may fit together to deliver 21 st Century organisations. Harnessing the energy in Human-ness Forming socially negotiated strategies Articulating them through a fractal model enabling distributed leadership This is not a small short term undertaking But that doesn't mean you can't start Getting results fast The fractal structure of the model Allows for cellular change
  • This is an overview of how I think these three areas may fit together to deliver 21 st Century organisations. Harnessing the energy in Human-ness Forming socially negotiated strategies Articulating them through a fractal model enabling distributed leadership This is not a small short term undertaking But that doesn't mean you can't start Getting results fast The fractal structure of the model Allows for cellular change
  • This is an overview of how I think these three areas may fit together to deliver 21 st Century organisations. Harnessing the energy in Human-ness Forming socially negotiated strategies Articulating them through a fractal model enabling distributed leadership This is not a small short term undertaking But that doesn't mean you can't start Getting results fast The fractal structure of the model Allows for cellular change
  • This is an overview of how I think these three areas may fit together to deliver 21 st Century organisations. Harnessing the energy in Human-ness Forming socially negotiated strategies Articulating them through a fractal model enabling distributed leadership This is not a small short term undertaking But that doesn't mean you can't start Getting results fast The fractal structure of the model Allows for cellular change
  • This is an overview of how I think these three areas may fit together to deliver 21 st Century organisations. Harnessing the energy in Human-ness Forming socially negotiated strategies Articulating them through a fractal model enabling distributed leadership This is not a small short term undertaking But that doesn't mean you can't start Getting results fast The fractal structure of the model Allows for cellular change
  • This is an overview of how I think these three areas may fit together to deliver 21 st Century organisations. Harnessing the energy in Human-ness Forming socially negotiated strategies Articulating them through a fractal model enabling distributed leadership This is not a small short term undertaking But that doesn't mean you can't start Getting results fast The fractal structure of the model Allows for cellular change
  • This is an overview of how I think these three areas may fit together to deliver 21 st Century organisations. Harnessing the energy in Human-ness Forming socially negotiated strategies Articulating them through a fractal model enabling distributed leadership This is not a small short term undertaking But that doesn't mean you can't start Getting results fast The fractal structure of the model Allows for cellular change
  • This is an overview of how I think these three areas may fit together to deliver 21 st Century organisations. Harnessing the energy in Human-ness Forming socially negotiated strategies Articulating them through a fractal model enabling distributed leadership This is not a small short term undertaking But that doesn't mean you can't start Getting results fast The fractal structure of the model Allows for cellular change
  • This is an overview of how I think these three areas may fit together to deliver 21 st Century organisations. Harnessing the energy in Human-ness Forming socially negotiated strategies Articulating them through a fractal model enabling distributed leadership This is not a small short term undertaking But that doesn't mean you can't start Getting results fast The fractal structure of the model Allows for cellular change
  • This is just a great place in Yorkshire called Brimham Rocks

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