Ray these are the ideas I have for the report on the workshop

Frank Stowell

Description

Systemist, Vol. 23(SE), Nov. 2001 ISSN 0961-8309Volume 23, Special Edition, Nov. 2001 _______________________ Proceedings of a Workshop on The Systems Practice for Managing Complexity Network _______________________ SYSTEMIST The Publication of The United Kingdom Systems Society- 1 - Editorial Editorial Introducing the Systems Practice for Managing Complexity Network * * * elcome to this special edition of Systemist. This edition constitutes the 1Wproceedings of an initial stakeholder workshop for a new EPSRC (Engineering & Physical Sciences Research Council)-funded project entitled “Systems Practice for Managing Complexity Network” (SPMC). This workshop was called a ‘pre-launch’ event for reasons that are fully explained in the papers which follow. We are planning a major public launch of the Network in 2002. The launch events will include participation from international contributors to our network (see the sections Some Final Words and Future Plans). We believe these proceedings will be of interest to UK Systems Society (UKSS) members, to current and potential participants in the network, to members of the Open University Systems Society (OUSys) and to anyone interested in the further development of systems thinking and practice in both practical and theoretical terms. The impetus for this project started with a sense of concern within the EPSRC. These concerns can be summarised as follows: (i) systems theory ...

Sujets

• management
• managers

Informations

• Publié par: Uste
• Nombre de lectures: 91
• Langue: English

Extrait

Systemist, Vol. 23(SE), Nov. 2001

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ISSN 0961-8309

Volume 23, Special Edition, Nov. 2001

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 Proceedings of a Workshop on TheSystems Practice for Managing Complexity Network  _______________________ 

SYSTEMIST

The Publication of The United Kingdom Systems Society

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Editorial

Editorial

Introducing theSystems Practice for Managing Complexity Network

* * *  W ofnlcomethietoceaispstioilde itinliaakstehprcoeeidgnsfoan S o y l s d t e e r mi w st.desihTocnoiti SPCRweEankropohsrof nstitutesthe 1   (Engineering & Physical Sciences Research Council)-funded project entitled Systems Practice for Managing Complexity Network (SPMC). This workshop was called a pre-launch event for reasons that are fully explained in the papers which follow. We are planning a major public launch of the Network in 2002. The launch events will include participation from international contributors to our network (see the sectionsSome Final Words andFuture Plans). We believe these proceedings will be of interest to UK Systems Society (UKSS) members, to current and potential participants in the network, to members of the Open University Systems Society (OUSys) and to anyone interested in the further development of systems thinking and practice in both practical and theoretical terms. The impetus for this project started with a sense of concern within the EPSRC. These concerns can be summarised as follows: 

(i) systems theory development had stalled; (ii) the claimed benefits of applying systems thinking had not been realised (iii) new networks were needed to trigger new research questions (and fundable projects) of relevance to the EPSRC and other funding bodies.

 Responding to these concerns, and following an EPSRC and BT plc hosted interdisciplinary workshop in February 1999,a call was announced entitled Interdisciplinary Research Networks in Systems Thinking; the submission deadline was July 2000.

 1 Engineering & Physical Sciences Research Council 

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The Workshop

The espoused purpose of the projects within the Network was:

 (i) to develop a potential agenda for future research into systems theory (ii) to explore [if it is] timely to encourage fundamental research on the nature of systems and the limits to what can be made systematic.  It was recognised that the research would be speculative, difficult and of high risk. Responsibility for this call for project funding came from what is now the IT and Computer Science Programme within the EPSRC.  Some of the thinking that led to the EPSRC call was also influenced by the well-known Macy Conferences in the USA over a period of ten meetings starting from 1946. 2  Our SPMC network seeks to enhance systems theoretical development by improving the nature and quality of interaction between a loosely coupled network of stakeholders in systems theory and practice. The nexus of this incipient network is the Systems Discipline, in the Centre for Complexity & Change at the Open University (OU), and De Montfort University (DMU) at Milton Keynes. Our aspiration is to bring together individuals and groups of diverse perspective including systems theorists, systems practitioners and other interested groups from business and industry so as to establish a research agenda for systems thinking, systems theory and systems practice. The project is managed by Jacqueline Eisenstadt who can be contacted at: [e-mail] Our design for the network included drawing into conversation our existing research collaborators (especially our business, public sector, NGO and systems education associates) and our extremely large network of users of systems thinking and practice via taught postgraduate project and research work and the membership of the OU Systems Society Alumni and the UK Systems Society.

 2  American Society ofMcCulloch, Warren (1974) Recollections of the many sources of Cybernetics. Cybernetics FORUM, VI, (2) Summer

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Editorial

Prior to the workshop reported here, there had not been any systematic interaction between these stakeholder groups. Our workshop, held in Milton Keynes on 24 th  most May 2001, drew together 52 invited participants. By accounts it proved to be a stimulating day. We thank those who participated, and in particular our invited speakers Geoff Mulgan and David Robertson, Peter Checkland and John Ward. Richard Bawden, a member of our international stakeholder network was also able to be present. We trust you will be stimulated by some of the issues that are raised in the proceedings. As one of the key concepts in systems practice is that of feedback, we invite you to respond to the material here either by email, (see above) through our web site, personal contact (Jacqueline) or by making a contribution to a future issue ofSystemist.  Ray Ison Frank Stowell Professor of Systems Professor of Information Systems Systems Discipline De Montfort University The Open University Milton Keynes

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Systemist, Vol. 23(SE), Nov. 2001

INTRODUCTION

The Workshop

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Most organisations are facing major challenges in dealing with rapid change on a large scale. Management techniques have not always been adequate for the task of forecasting and managing processes of change in situations experienced as complex by stakeholders. Research with senior corporate people shows that the traditional skill set doesnt go far enough in managing complexity skills. Systems Practice for Managing Complexity (SPMC) is a new EPSRC-funded network designed to generate new insights and research questions by integrating the experience, needs and expertise of the business community, government agencies and the not-for-profit sector with researchers concerned with systems approaches for managing complexity. The SPMC network has been set up by the Systems Discipline in the Centre for Complexity and Change at the Open University and the Milton Keynes campus of De Montfort University, along with several major international contributors. The aim of the project is to: 

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 harness the energies of current stakeholders to develop and share expertise within the network  initiate new networks of conversation between systems practitioners and joined-up thinkers in business, public sector, NGO and industrial contexts  bring together those involved in the interfaces between human and technological systems  gain an appreciation of the need for Systems Practice and how this might be met by new research and educational initiatives.

THE PURPOSE OF THE WORKSHOP

The workshop was convened with the aim of identifying the needs and enthusiasms of the invited participants, to discuss current trends in systems practice and how these ideas may be put to good use in helping to address

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The Workshop

those needs. There were 52 attendees from a cross section of the community. They included seven Universities and the public, charitable and commercial enterprises sector including; The Childrens Society and Save the Children, Abbey National, Action Aid, WWF, Interface Europe, EPSRC, Ashridge Consulting, MK Council and colleagues directly involved in the Foot and Mouth crisis. Several other colleagues who were unable to attend this day have expressed interest in being involved in future events. The speakers for the day, and whose presentations are included within this edition, were: Geoff Mulgan, Director of the Performance Innovation Unit at the Cabinet Office, who spoke about the relevance of systems thinking to government and invited the participants to share their experiences of the issues and ideas and suggestions for taking action. Professor David Robertson, Liverpool John Moores University, who gave a presentation on skill needs for complexity management.  As a means of capturing the main points of the day Professor Peter Checkland, University of Lancaster, and Professor John Ward, Cranfield University, kindly agreed to act as rapporteurs. Professor Checkland agreed to concentrate upon Systems and Professor Ward on strategic management issues. A diagrammatic summary of their feedback is enclosed within this report. The aim of the workshop was to involve some key existing and potential stakeholders in setting a theme for future workshops. The output from the day is to be used to design a major event in the early part of 2002 at which the international members of our network will provide further challenges to current practice and thinking. It was anticipated that the output from the two events would generate a set of themes that the new network can develop together in an integral experience  business, public sector, NGO and industry. Participants can access enhanced practices and systems practitioners can draw on the expertise of business, public sector and NGO managers and industry in its development of Systems approaches for managing complexity. Of particular importance will be designing a process for challenging new practices. Out of the whole will emerge fresh insights into organisational practice rather more powerful than the sum activity of the parts! The first workshop was by invitation only and included a range of people from our existing networks known to be interested in systemic thinking and its integration in their current settings. The interests included; information

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The Workshop

systems, technology management, institutional change and learning and managing for sustainable development.

WORKSHOP: SETTING IN CONTEXT

This special edition has to satisfy two broad objectives: 

(i)

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to be an account of the first workshop as a record for those that attended that activity to provide other interested parties with a comprehensive account of the SPMC project thus far.

 First there is a summary of the project and its objectives. This report is an amalgam of the original submission coupled with comments following the first workshop. Then there is a chronological account of events. A faithful record of the feedback material produced by each of the small workshop groups follows the papers of the two speakers. This is followed by reports from the two rapporteurs and comments from the programme organisers. Where members of the workshop sent in personal comments these are also included. 

LIST OF ATTENDEES

Prof. Richard Bawden

Chris Blackmore Margaret Blunden Westminster Sylvia Brown Sue Carr Donna Champion Prof. Jake Chapman Peter Checkland

Dr Kevin Collins

Michigan State University and The Institute of Systemic Development

Systems, the Open University Provost, Regents Campus, University of

The Open University Business School

Systems, The Open University De Montfort University Ashill, Dulverton, Somerset Emeritus Professor of Systems, Lancaster University SLIM Project, Systems, The Open University

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Alan Corbett Dr Angela Cott Jacqueline Eisenstadt Wendy Fisher Joyce Fortune

Dr David Gibbon Mike Haynes Annie Hazlerigg Marion Helme Nigel Hinks Prof. Ray Ison Jeff Johnson Sam Joseph Fiona Kerr Rachel Lander Dianna Laurillard

Robin le Mare Andrew Lee Rachel Letby Paul Dunning Lewis Steve Martin Dr Neil McBride Janette Mcculloch Alistair McDermot Francis Meynell Sandy Muirhead Geoff Mulgan

The Workshop

Milton Keynes Council, Economic Development National Farmers Union Systems, The Open University The Open University, Region 7 Centre for Complexity and Change, The Open University Visiting Professor, The Open University CSSM dpa Corporate Communications Systems, The Open University The Childrens Society Professor of Systems, the Open University Design & Innovation, the Open University Action Aid BBC /The Open University De Montfort University Pro-Vice Chancellor, Learning Technologies and Teaching, The Open University Action Aid WWF (UK) EPSRC University of Lancaster Visiting Professor, The Open University De Montfort University NHS EPSRC Systems, The Open University The Natural Step Director, Performance & Innovation Unit, Cabinet Office

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Tim Murley Sue Orecysn Magnus Ramage Dr Martin Reynolds David Robertson Ley Robinson Clive Savory Keith Sawyer Karen Shipp Stephen Sterling Prof. Frank Stowell

Dianne Taylor Jessie Torrance Andy Wales Prof. John Ward Philip Wootton Dr. Zimin Wu 

The Workshop

Cahoot, Abbey National plc Systems, The Open University Systems, The Open University Systems, The Open University Liverpool John Moores University The Open University, Region 7 Technology, The Open University Topic Systems, The Open University Independent Consultant Professor of Information Systems, De Montfort University Milton Keynes Council, Economic Development The Childrens Society Director of Sustainability, Interface Europe Ltd School of Management, Cranfield University Business Link (Tempus) De Montfort University

INTRODUCTION TO THE PAPERS

The papers reproduced in the following pages are based on transcripts of the presentations given by the two speakers. David Robertson gave the first paper. David related some of the lessons learnt in the process of research undertaken to compare graduate skill base against the skill requirements that business managers require from their managers. Universities are said to be producing graduates well equipped with subject skills but what is required are those skills plus the ability to work within a modern turbulent economy. He argued that in order to manage an enterprise senior management must be able to handle complexity and think laterally; what Universities are providing are courses which reinforce linear thinking and pay scant regard to alternatives.

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The Workshop

The second paper following lunch addressed the use of systems thinking in government and was given by Geoff Mulgan. Geoff recounted the way in which systems ideas and thinking had been introduced into government but added that Systems Thinking, in its broader meaning, is foreign to everyday vernment. In man ts nment is organised on the p 1 r 9 a th c goveryrespec e c mt i r t apmoc   n f o o g  e s c e i i  nsaiomdedisalntwihdoleyrmneutseresassumcha  within each of which the world can be managed. He went on to consider the implications upon government if Systems ideas were to be embraced. Whilst there are many benefits there were barriers including the investment in other disciplines already made. His talk covered many important issues for government concerns and concluded that there is a growing need for rigorous Systems Thinking but in order to achieve this there are problems to overcome on both sides. Importantly theoretical reflections need to be matched with rigorous applications.

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Systemist, Vol. 23(SE), Nov. 2001

Connectivity and Judgement  Complexity Skills for High Performance Organisations

David Robertson Professor of Public Policy and Education, Liverpool John Moores University

BACKGROUND

The background to this paper is one chapter of a report I wrote three years ago and published by the Department for Education and Employment [DfEE], now the Department for Education and Skills [DfES]. That much larger work was based on research I undertook amongst employers largely in the English speaking world, although some European and Asian employers were also involved. The National Committee of Inquiry into Higher Education [the Dearing Committee] received an early draft. That apart, this specific paper has been presented at other conferences but otherwise remains unpublished. The reason is none other than a need to ensure some exciting and timely ideas should first be critically scrutinised by colleagues. I need to be clear I have got the argument right, and that something substantial is being said here. So I welcome this opportunity to share my thoughts with colleagues familiar with the language of complexity. On previous occasions, I have used the title: What Employers Really, Really Want which of course dates those earlier events to a time when the Spice Girls were singing about their own urgent preferences. Sadly, I cannot think of a more catchy title for this paper.

A PERSONAL DIGRESSION

Next, let me say a few words to establish my provenance and authority in these matters. I do not describe myself as a systems scientist, although I am very familiar with systems analysis. I am a social scientist with a background in political economy. My bias is towards public policy concerned with education and training, workforce development, and with labour markets and economic regeneration.

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