1 Finding the Fix that Fits: Human Systems Dynamics at Work February 20, 2008 Mental Model Gymnastics Glenda H. Eoyang, Ph.D. geoyang@hsdinstitute.org.
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Finding the Fix that Fits:Finding the Fix that Fits:Human Systems Dynamics at WorkHuman Systems Dynamics at Work
February 20, 2008February 20, 2008
Mental Model Gymnastics
Glenda H. Eoyang, Ph.D.
geoyang@hsdinstitute.org
February 2008 1© 2007. Human Systems Dynamics Institute.
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Finding the Fix that FitsFinding the Fix that FitsIntroduction: The Fix that Fits October 3, 2007
Session 1: Self-Organizing November 28, 2007
Session 2: Fingerprints of Chaos December 19, 2007
Session 3: Adaptive Action January 9, 2008
Session 4: Mental Model Gymnastics
February 20, 2008Session 5. Seeing and Influencing March 5, 2008
Session 6: Shaping Possibilities April 16, 2008
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Your Last Assignment Your Last Assignment (if you chose to accept it)(if you chose to accept it)
Consider a current issue for you or your team.Use post-it notes to identify the aspects of the
issue that fall into each part of the Landscape Diagram.
Decide which is most problematic for you and your team.
Make a plan and take action to move it.Watch what happens and be prepared to share your
discoveries. 3
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Today we will . . . .Today we will . . . .
Challenge your mental model of productivity for individuals and groups.
Define generative relationship.Explore a model that helps you assess and
intervene to improve the productivity of a group.Assess the current productivity for a group you
are engaged with and plan an intervention to improve.
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Your Guide . . . Glenda EoyangYour Guide . . . Glenda EoyangGlenda H. Eoyang, Ph.D.Glenda H. Eoyang, Ph.D.geoyang@hsdinstitute.orggeoyang@hsdinstitute.org
Productivity Mechanical metaphors assume faster and
harder are better. Biological metaphors assume adaptation
and survival are better. Who is right?
It depends. Which mental model fits the situation,
resources, expectations? The critical question is:
Are you and your group prepared to know the difference and pursue the most “fit” solution to improve productivity?
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Traditional Measures Workwhen They FIT
Outcome is known. Process is predictable. Resources are available. Consistency is important
and possible. Homogeneity is the rule
rather than the exception. Parts are either identical or
few in number. Process is under control.
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Traditional Measures DO NOT Workwhen They DO NOT FIT
Outcome is unknown or unknowable.
Process is unpredictable. Resources are scarce. Consistency is not important or
impossible. Homogeneity is the exception
rather than the rule. Parts are either diverse or many
in number. Process is not under control.
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So, what does work?
Generative relationships: Multiple players Complex interactions Emergent system-wide
patterns Surprising change over time
This works for both human and other systems.
We will focus on the human ones.
How do you measure performance?
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Generative Relationship STAR
• Originally developed by Brenda Zimmerman.
• Defines four factors that shape productivity.
• Helps you assess the current balance among the factors.
• Provides hints about how to intervene to shift factors to improve generative productivity.
• Helps a group reflect on their own processes without getting side-tracked into personal or psychological territory.
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Similarities and Differences
Similarities hold the group together.Differences define patterns of interaction and
potential for change.Both need attention for a generative action to form.When there’s too much difference . . . .
What can you do?When there’s too much similarity . . .
What can you do?
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Talking and ListeningThe connections allow diverse agents to work
together to form new, shared patterns.Talking lets the individual inform the group.Listening lets the group inform the individual.Transformation happens for individual and group.When there’s too much talking . . . .
What can you do?When there’s too much listening . . .
What can you do?When there’s not enough talking and listening . . .
What can you do?
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Authentic WorkThe authentic work gives a focus to the energy of
the group. It provides a feedback loop that supports
adaptation over time. It gives evidence to those inside and others outside
that something is happening.When there’s too much work . . . .
What can you do?When there’s not enough work. . .
What can you do?
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ReasonThe reason for coming together draws the right
players into the group and keeps the group moving forward.
In traditional models, the reason comes first. In generative relationship it may develop over time.
A shared reason will work even when there are “hidden agendas.”
When there’s not a good enough reason . . . What can you do?
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Consider Your Group
Similarities and Differences
Talking and Listening
Authentic Work
Reason
What are the similarities that hold you together and the
differences that inform your work?
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Consider Your Group
Similarities and Differences
Talking and Listening
Authentic Work
Reason
What are your habits for talking and listening?
Do they serve you well?
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Consider Your Group
Similarities and Differences
Talking and Listening
Authentic Work
Reason
What is your authentic work? Is it serving you and your
customers well?
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Consider Your Group
Similarities and Differences
Talking and Listening
Authentic Work
Reason
What is your reason for being together?
How do you articulate and reinforce that reason over time?
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Consider Your Group
Similarities and Differences
Talking and Listening
Authentic Work
Reason
Which point of the STAR is out of balance?
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Consider Your Group
Similarities and Differences
Talking and Listening
Authentic Work
Reason
What can you and others do to balance the points of the
Generative Relationship STAR?
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Today we have . . . .Today we have . . . .
Challenged your mental model of productivity for individuals and groups.
Defined generative relationship.Explored a model that helps you assess and
intervene to improve the productivity of a group.Assessed the current productivity for a group you
are engaged with and plan an intervention to improve.
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Your Assignment Your Assignment (if you choose to accept it)(if you choose to accept it)
Implement the plan of action you defined as you considered the STAR and your generative group.
Document changes you notice as a result.Reassess the STAR for the group.Be prepared to share your findings.
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Finding the Fix that FitsFinding the Fix that FitsIntroduction: The Fix that Fits October 3, 2007
Session 1: Self-Organizing November 28, 2007
Session 2: Fingerprints of Chaos Dec 19, 2007
Session 3: Adaptive Action January 9, 2008
Session 4: Mental Model Gymnastics February 20
Session 5. Seeing and Influencing March 5, 2008Session 6: Shaping Possibilities April 16, 2008
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