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Messmatiques And Empathic Creators

February 29, 2012 Leave a comment

Assume that you have a wicked problem that needs fixing; a bonafide Ackoffian “mess” or Warfieldian “problematique” – a “messmatique“. Also assume (perhaps unrealistically) that a solution that is optimal in some sense is available:

The graphic below shows two different social structures for developing the solution; individual-based and group-based.

If the messmatique is small enough and well bounded, the individual-based “structure” can produce the ideal solution faster because intra-cranial communication occurs at the speed of thought and there is no need to get group members aligned and on the same page.

Group efforts to solve a messmatique often end up producing a half-assed, design-by-committee solution (at best) or an amplified messmatique (at worst). D’oh!

Alas, the individual, genius-based, problem solving structure is not scalable. At a certain level of complexity and size, a singular, intra-cranial created solution can produce the same bogus result as an unaligned group structure.

So, how to resolve the dilemma when a messmatique exceeds the capacity of an individual to cope with the beast? How about this hybrid individual+group structure:

Note: The Brooksian BD/UA is not a “facilitator” (catalyst) or a hot shot “manager” (decider). He/she is both of those and, most importantly, an empathic creator.

Composing a problem resolution social structure is necessary but not sufficient for “success“. A process for converging onto the solution is also required. So, with a hybrid individual+group social structure in place, what would the “ideal” solution development process look like? Is there one?

Growth And Development

November 29, 2009 2 comments

Two of my favorite bureaucracy-busting systems thinkers, Russell Ackoff and John Warfield, died this year. I’ll miss them both because whenever I’ve read something written by these guys, I always learned something new.

In a tribute to Mr. Ackoff, I’m currently reading Ackoff’s Best: His Classic Writings On Management. One of his off-the-beaten-path insights that he’s passed on to me is the independence between growth and development. Growth is an increase in size or wealth, while development is an increase in capability or competence as a result of learning. According to Ackoff, dumb-ass corpocracies automatically and unquestioningly equate growth with development, and that’s why the vast majority of orgs are obsessed with growth at all costs. Of course, growth and development can, and often do, reinforce each other, but neither is necessary for the other.

Ackoff points out that a system can experience growth without development, and vice versa. A heap of rubbish, or equivalently, a bureaucracy, can grow indefinitely without developing, and artists can develop without growing. If an undeveloped company or company is showered with money, it becomes richer but not more developed. On the other hand, if a well developed company or country is suddenly deprived of wealth, it doesn’t become less developed.

What is your org doing? Growing? Developing? Both? Neither?