Fellow SDers,
We are setting a training program up inside of our company research group
for SD. In looking at the SD process, broken down into: Problem
Identification, Causal Loop Diagramming, Modeling and Analysis, Policy
Implementation, Continued Process Monitoring and Improvement. For each of
these phases it seems productive to train people to different levels: Can
inspect, Can coach, Can do, Can participate. We are attempting to establish
target numbers and adoption rates for these populations.
There is an underlying assumption here that as the SD processes are
propagating, they will be utilized through some portion of the process on
some projects and make more progress on others. For instance, some may
never make it to the Modeling stage, but will find great learning up to
through the causal loop stage. I have reviewed Peter Senges book Dance of
Change covers a causal loop model associated with initiative adoption, but
would appreciate any insights and data for a specific system dynamics
adoption.
Input on the process and skill level adoptions would be most appreciated.
Also, experience in creating a critical mass to propagate SD would be very
useful.
Best Regards,
Jean
Jean M. Ellefson
jean.ellefson@CRT.xerox.com
Organization Adoption of System Dynamics
-
"Ellefson, Jean M"
- Newbie
- Posts: 1
- Joined: Fri Mar 29, 2002 3:39 am
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Bill Harris
- Senior Member
- Posts: 75
- Joined: Fri Mar 29, 2002 3:39 am
Organization Adoption of System Dynamics
Jean,
Good luck! Just a few questions perhaps to stimulate thought and
dialog:
First, whats the purpose for which youre engaging in this program?
Second, assuming the purpose might be to help other groups in your
organization, what do they need? What do they say they need? Is SD
_the_ answer for their requests? Will they see it as such? How do
you know? There are many systemic approaches to business and
organizational issues. Even if you find that SD is the best match to
addressing their problems, Ive discovered Ive made more progress
with people by focusing on their needs rather on the solution I seem
to be selling.
That said, my easiest sell ever of an SD solution was to a manager
who had been an electrical engineer involved with control systems.
When he saw his problem framed as a control theory problem with a
solution, his response, about a third of the way into my
presentation, was "Do it!" I never got to deliver the rest of my
presentation.
Third, is there a particular reason you seem to see causal loop
diagramming as a prerequisite for modeling? Some might (do) see CLDs
as an optional way to communicate the results of a model but not
applicable prior to modeling.
Fourth, what is the technical background of your target audience. Do
they have an engineering background in control systems and
differential equations, are they from more of a software and logic
background, or do they not have a technical background?
Fifth, Im sensing a pre-planned program of introducing SD to Xerox.
Do you think that has more likelihood of long-term success than a
cyclic action learning / action research approach?
Ive written a couple of articles on getting adoption of SD/ST in an
organization. See <<Introducing Systems Thinking Into Your
Organization>> and <<A Heretical Word on Selling Systems Thinking to
Your Manager>>, referenced on http://facilitatedsystems.com/pubs.html.
Bill
From: Bill Harris <bill_harris@facilitatedsystems.com>
--
Bill Harris 3217 102nd Place SE
Facilitated Systems Everett, WA 98208 USA
http://facilitatedsystems.com/ phone: +1 425 337-5541
Good luck! Just a few questions perhaps to stimulate thought and
dialog:
First, whats the purpose for which youre engaging in this program?
Second, assuming the purpose might be to help other groups in your
organization, what do they need? What do they say they need? Is SD
_the_ answer for their requests? Will they see it as such? How do
you know? There are many systemic approaches to business and
organizational issues. Even if you find that SD is the best match to
addressing their problems, Ive discovered Ive made more progress
with people by focusing on their needs rather on the solution I seem
to be selling.
That said, my easiest sell ever of an SD solution was to a manager
who had been an electrical engineer involved with control systems.
When he saw his problem framed as a control theory problem with a
solution, his response, about a third of the way into my
presentation, was "Do it!" I never got to deliver the rest of my
presentation.
Third, is there a particular reason you seem to see causal loop
diagramming as a prerequisite for modeling? Some might (do) see CLDs
as an optional way to communicate the results of a model but not
applicable prior to modeling.
Fourth, what is the technical background of your target audience. Do
they have an engineering background in control systems and
differential equations, are they from more of a software and logic
background, or do they not have a technical background?
Fifth, Im sensing a pre-planned program of introducing SD to Xerox.
Do you think that has more likelihood of long-term success than a
cyclic action learning / action research approach?
Ive written a couple of articles on getting adoption of SD/ST in an
organization. See <<Introducing Systems Thinking Into Your
Organization>> and <<A Heretical Word on Selling Systems Thinking to
Your Manager>>, referenced on http://facilitatedsystems.com/pubs.html.
Bill
From: Bill Harris <bill_harris@facilitatedsystems.com>
--
Bill Harris 3217 102nd Place SE
Facilitated Systems Everett, WA 98208 USA
http://facilitatedsystems.com/ phone: +1 425 337-5541