Systemicist Decision-Making: PH'1L5

Emerged in the 1960's and evolved from «hard systems» (closed, engineering) to «soft systems» (open, human) by the late 1970's.

Generally regarded as too complicated, but it is essential when something intrinsically complicated must be handled e.g. organizational change, social policy, ecological management.

ClosedAlternate Names

There is something in what all the other speakers have proposed, but all have been too one-sided. Facts, objectives, action and powerful interests are indeed all important, but they do not exist in isolation from each other.  You must consider the situation as a whole and all the people in it. There are powerful interconnections in play. Any organization is a system inside a system: so links between the organization, competitors and wider society can't be ignored either. You must recognize the driving forces, inter-relations, key factors, feedback loops and vicious circles to get a model or map that allows you to intervene strategically. Just find a few trigger points that offer maximum leverage. This way your decisions can produce balanced long-term sustainable development of the organization.

Decision Process & Typical Terminology

Note: The schema is artificial. Typical systemicist language is highlighted.

Conceptual Schema Systemic Handling
Start
 Developpotential future scenario for the situation, based on interacting values and recognition of the underlying organic evolution.
Explore Identify critical factors, constraints and potentials; recognize levels and kinds of structure in the situation; and then model inter-relations and dynamics.
Develop Possibilities Systematically elicit expertise from a range of sources to find and use triggers for development. Simulate effects of activating triggers in various ways.
Resolve Evolve an optimal-feasible strategy for balanced development. Model progressive thresholds in interventions and outcomes.
Reiterate --
Implement Intervene by deploying flexible varied responses and ensuring meaningful control of the total situation.
Review Use an intervention model to check developments; fine-tune model of situation against unfolding reality. Analyse fit between outcomes and scenario.
Handle Failure Modify the intervention model; or rethink the ideal scenario; or re-model the situation.

ClosedReminder of the Schema Principles

  1. Start — based on some impulse or impetus to act.
  2. Explore — inquiry or further examination of the issue.
  3. Develop Possibilities — discover and consider alternative courses of action.
  4. Resolve — the moment of decision: based on applying value.
  5. Reiterate — often a more detailed repeat of some (even all) earlier phases.
  6. Implement — actions that put the resolution into practice.
  7. Review — inquiry that occurs during action and afterwards.
  8. Handle Failure — the usual way to overcome failure.

Next step:

► Test yourself and read more on Systemicist decision-making.
► Continue to the Structuralist approach.
► Return to the Summary Table.

Originally posted: 3-Apr-2011