Replying to LO27832 --
At 11:19 AM 02/13/2002 -0600, you wrote:
>Somewhere in the cobwebs the term "Closed Environment" lurks in relation
>to LO, but I cannot remember the full meaning. Can someone help?
>
>Mike Thomas
I found some language on open and closed environments in a book called
People Making by Virginia Satir. I thought the book was refreshing
because she approached Systems Thinking from her own field of mental
health, family wellness, and family counseling. She believed that
treating family issues via multiple diads was not as good an approach as
one regarding the whole family as a system within a larger system.
Following are a few of her observations from notes I took:
~~ ~ ~ ~ ~ ~ ~
Any system consists of several individual parts that are essential and
related to one another when a central outcome is desired.
There are actions and reactions and interactions among the parts that keep
changing. Each part acts as a starter for all of the other parts. This
constant action, reaction, and interaction forms the most important part
of the system concept.
A system has life only now when all of the component parts are there to
give it.
An operating system consists of the following:
1) A purpose or goal. (Why does this system exist in the first place?)
2) Essential parts.
3) An order to the part's working (communication, processes, rules... )
4) A means to start the system.
5) Power or means of maintaining energy so the parts can work.
6) Ways of dealing with changes from the outside.
[point six leads to the following... --jd]
There are two kinds of systems -- open and closed.
An open system offers choices and depends on successfully meeting reality
for it's continuing life.
A closed system depends on edict and law and order... and operates through
force, both physically and psychologically.
If one were to deliberately design a closed system, the first step would
be to separate it as completely as possible from outside interference.
We do this through desires to simplify in the face of complexity, through
lack of awareness, and through a desire to control. It is hard to imagine
someone consciously designing a closed system by choice.
Closed systems evolve from certain sets of beliefs which are few, but
powerful:
- Employees are basically "evil" (non-productive) and have to be
continually watched and controlled to be "good" (valuable, productive,
relevant).
- Relationships, communication, and interactions need to be regulated by
force.
- There is one right way, and the one with the most power has it.
- There is always someone who knows best for you.
- The organization will benefit from sovereignty, patriarchy,
colonialism, caretaking, lack of surprises ,and predictability.
- Each "failure" is considered disruptive and new regulations are layered
into place to prevent any re-occurrence.
In other words, in closed systems:
- Self-worth is secondary to power and performance.
- Actions are subject to the whims of the bosses.
- Change is resisted.
However, in open systems:
- Self-worth is primary, with power and performance related to it.
- Actions are the outcome of reality.
- Change is welcomed and considered normal and desirable.
- Communication, system, and rules are all related.
Employees cannot flourish is a closed system. Closed systems will always
become maladapted to the environment/market and will eventually die.
Closed systems operate for a period of time drawing energy from the
reserves of the employees and/or from a constant turnover of new
employees. The energy is therefore a fixed and depleting resource rather
than the generative/renewable source prevalent in open systems.
[I think I added that last paragraph at one time, but can't be sure -- jd]
~~ ~ ~ ~ ~ ~ ~ ~
Take care,
John
-- John Dicus | CornerStone Consulting Associates - Leadership - Systems Thinking - Teamwork - Open Space - Electric Maze - 2761 Stiegler Road, Valley City, OH 44280 800-773-8017 | 330-725-2728 (2729 fax) mailto:jdicus@ourfuture.com | http://www.ourfuture.comLearning-org -- Hosted by Rick Karash <Richard@Karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>
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