Structuration Theory, Organisational Learning and System Dyn

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"Lane,DC"
Junior Member
Posts: 18
Joined: Fri Mar 29, 2002 3:39 am

Structuration Theory, Organisational Learning and System Dyn

Post by "Lane,DC" »

In one of those coincidences that bewilder historians of science, =
the
potential links between system dynamics and structuration theory have
been touched upon in two different places within the system dynamics
community this year.=20
Right now this will probably be of interest to only a minority.
However, since I believe that these links have the potential to be of
profound importance to our field I would like to share a few thoughts
which will, I hope, enlarge the group interested in debating the issue.

First some . . .

Background=20
********
Structuration Theory is a social (or sociological) theory created by
Anthony Giddens, ex-Professor of Sociology at Cambridge University and
from January 1997 Director of the London School of Economics. From the
1970s onwards, his work has attempted to draw on two very different
traditions of social theory. The Durkheimian tradition is objectivist,
positivist and determinist. In contrast, the tradition of
Weber/Schutz/Husserl gives rise to a stance of subjectivism,
interpretivism and voluntarism. Crudely summarised, the first view
emphasises social structure whilst the second is more concerned with =
the
significance and meaning of human action.=20
Structuration Theory rises out of the dichotomised agency/structure
debate in sociology by arguing for a dialectical approach.
Structuration Theory sees social structure as both the outcome and the
medium of social acts because, "The day-to-day activity of social =
actors
draws upon and reproduces structural features of wider social systems"
(Giddens). Structure is therefore both the outcome and the medium of
social activity. This dual nature is central to Structuration Theory.
The theory adopts an interpretivistic view to describe the creative
production of meaning, rules and institutions (outcomes). But it also
explores how properties are reproduced; social structure then becomes
the medium by which further production takes place as actions are
constrained or enabled by that structure. This recursive, time
evolutionary theory with, again, a dialectical view at its heart, has
been applied by Giddens to a wide range of topics.=20


And the relevance to system dynamics is .....?!?
Well, as I said at the start, interest has emerged in two places.


>From Social Theory
**************
Starting in 1994, I have been delving into the social theory that
underlies the practice of system dynamics modelling. I gave some
preliminary results at ISDC94 in Stirling. One of the reasons for my
interest was the question of whether system dynamics is a determinist
view of the world, something also addressed by Bowen in SDR 10(1) in
1994. My conclusion was that system dynamics is best seen as a =
modelling
approach for social theories which take a dialectical stance on the
agency/structure debate. Any system dynamicists reading this literature
sees that it screams FEEDBACK THEORY. I concluded that Giddens work -
as well as that of Coleman, Hannan, Habermas and Luhmann - was an
excellent target for system dynamics modelling.* We use models to
understand how the dialectical process works and to guide it as we =
wish.
The analysis that lead to this conclusion is in print as:

Lane, D. C. 1998. Social theory and system dynamics practice. European
Journal of Operational Research 113(3), scheduled to appear.

This should arrive in the libraries in November but anyone interested =
in
receiving a copy earlier need only Email me a mailing address.=20

* Though I do agree with Anjali Sastrys comment at ISDC98 in Qu=E9bec
City that this is a tough job!



>From Organisational Learning
*********************
At ISDC98 in Qu=E9bec City, Peter Senge gave a marvellous plenary paper
called Some Thoughts At The Boundaries Of Classical System Dynamics.
He described how structuration theory and ideas derived from Goethe
about the holistic nature of science might be used to help understand
how organisations created shared descriptions of themselves and their
purpose. The fit with the ideas of both systems thinking and shared
vision in The Fifth Discipline were very clear. Peter also touched on
how an analysis of power in organisations might derive from linking =
with
structuration theory.=20
The full paper is on the ISDC98 CD and deserves a wide reading. The
implications of structuration that Peter sees are that it re-enforces
and re-frames the view that was clearly put in Industrial Dynamics by
Jay Forrester that we build models of structure in order to re-shape
structure.=20



The Sign Off
*********
To me, this seems very exciting. I would therefore be interested in
hearing from others who have looked at similar things from the
perspective of social theory, organisational learning, organisational
change, Fuenmayors work, Checklands work etc.=20
I do not understand this area as much as I would like. Those who =
also
want to tread gently into this alien, dangerous yet seductive area are
encouraged to share their experiences and join the hunt!


Regards,

David
________________________________________________________________________=

____________________
Dr. David C. Lane
Operational Research Department
London School of Economics and Political Science
Houghton Street
Tel. (44) (0) 171-955-7336
London WC2A 2AE Fax.
(44) (0) 171-955-6885
United Kingdom
e-mail: d.c.lane@lse.ac.uk
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