Replying to LO25204 --
Thank you, Gavin, for your clear words about cybernetics and VSM.
If no one yet has mentioned it, I wish to observe that one manifestation
of what you describe is causal loop diagramming. In the area of
application to actual business environments (which is where I practice
OD), causal loops are being used extensively, as many know.
One such use is in a program called "Managing Problem Complexity," one of
four modules in a program entitled "Mastering Business Complexity," and
offered by the Center for Quality of Management (CQM), whose headquarters
are in Cambridge, MA (www.cqm.org).
The use of causal loops, as part of their "ARMED" method, fits into an
explicit process. Here's a focused description:
Increasing globalization, information technology, data availability, and
time pressures are rapidly escalating decision complexity. As a result,
the time to reach a decision often extends beyond the window of
opportunity to take efficient action. Therefore, many complex decisions
are based on the "gut feel" of senior decision makers. Unfortunately,
research shows "intuition" is usually not applied consistently, which
leads to second guessing and half-hearted support within the organization.
Managing Problem Complexity as designed by the CQM provides organizations
with a pragmatic, visible, decision support process. Individuals
responsible for making, ratifying, and/or executing a given decision can
trace their entire process from problem framing to alternative generation
and selection.
It's a very interesting approach. I believe more information about this
may be available at the web site I typed above.
Best regards,
Barry Mallis
The Organizational Trainer
Keene, NH
email: theorgtrainer@earthlink.net
--Barry Mallis <theorgtrainer@earthlink.net>
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