Coevolving Innovations

… in Business Organizations and Information Technologies

daviding

http://daviding.wordpress.com/

See <a href="http://plus.google.com/110015116661467558080">David Ing at Google+<a />.

Narrating Wholeness: Pattern Language Generating Semi-Lattice(s), System(s), and/or Holon(s) (PUARL 2018/10/27)

In what ways might the generation of wholeness through pattern language be strengthened, through an appreciation of advances in the systems sciences?  A workshop at the 2018 International PUARL Conference was an opportunity to review linkages and discuss some details.

An outline to frame the conversation was written in three parts.

  • 1. Communicative Framing
    • 1.1 Form and synthesis
    • 1.2 Organization as semi-lattice
    • 1.3 Systems generating systems
    • 1.4 Generative patterns and non-generative patterns in software development
    •  1.5 System-A and system-B, as two ways of shaping and building living environments
    • 1.6 Holons (from systems ecology)
  • 2. Dialectical Sensemaking
    • 2.1 Types of systems and models
    • 2.2 Autopoiesis and allopoiesis
    • 2.3 Economies as agricultural, industrial and services (coproduction)
  • 3. Narrative Synthesizing

In full, the abstract read:

Does a pattern language generate into (a) whole(s)? This workshop will discuss the meaning of architecting a system, complemented with recent research from the systems sciences.

In 1967, at the formation for Center for Environmental Structure, Pattern Manual specified that (sub)systems are fewer in number (and implicitly larger) than patterns:

In what ways might the generation of wholeness through pattern language be strengthened, through an appreciation of advances in the systems sciences?  A workshop at the 2018 International PUARL Conference was an opportunity to review linkages and discuss some details.

An outline to frame the conversation was written in three parts.

  • 1. Communicative Framing
    • 1.1 Form and synthesis
    • 1.2 Organization as semi-lattice
    • 1.3 Systems generating systems
    • 1.4 Generative patterns and non-generative patterns in software development
    •  1.5 System-A and system-B, as two ways of shaping and building living environments
    • 1.6 Holons (from systems ecology)
  • 2. Dialectical Sensemaking
    • 2.1 Types of systems and models
    • 2.2 Autopoiesis and allopoiesis
    • 2.3 Economies as agricultural, industrial and services (coproduction)
  • 3. Narrative Synthesizing

In full, the abstract read:

Does a pattern language generate into (a) whole(s)? This workshop will discuss the meaning of architecting a system, complemented with recent research from the systems sciences.

In 1967, at the formation for Center for Environmental Structure, Pattern Manual specified that (sub)systems are fewer in number (and implicitly larger) than patterns:

Evolving Pattern Language towards an Affordance Language (Almaden, 2018/05/09)

With a visit of one week at IBM Research Almaden with @rarar and @jimspohrer , I was invited to give a talk.  As an IBM alumnus who was active in pattern language community from the mid-1990s, this was an occasion to surface some history of science about activities inside the company that is otherwise opaque.  This history shapes my aspirations and predispositions towards continuing the development of pattern language in new domains.

The high-level agenda aimed to cover three parts:

  • 1. 1964 → 1999 → 2012: 
    Synthesis of Form→OOPSLA 1996→Battle (Eishin)
  • 2. 1993 →2002→2006→2010: 
    Hillside Group→IGS Method→AWB→Eclipse
  • 3. 2014 → … : 
    Wicked Messes→Service Systems Thinking

Here’s the abstract sent in advance of my arrival:

Pattern language has its origins from architects of built physical environments. The approach was cross-appropriated into software development methods at the rise of object-oriented design, and was influential in the emerging styles with agile practices. The idea has been extended into social change. Are the philosophical foundations from the 1960s-1970s appropriate for the 21st century era of service science, and innovations in augmented intelligence?

With a visit of one week at IBM Research Almaden with @rarar and @jimspohrer , I was invited to give a talk.  As an IBM alumnus who was active in pattern language community from the mid-1990s, this was an occasion to surface some history of science about activities inside the company that is otherwise opaque.  This history shapes my aspirations and predispositions towards continuing the development of pattern language in new domains.

The high-level agenda aimed to cover three parts:

  • 1. 1964 → 1999 → 2012: 
    Synthesis of Form→OOPSLA 1996→Battle (Eishin)
  • 2. 1993 →2002→2006→2010: 
    Hillside Group→IGS Method→AWB→Eclipse
  • 3. 2014 → … : 
    Wicked Messes→Service Systems Thinking

Here’s the abstract sent in advance of my arrival:

Pattern language has its origins from architects of built physical environments. The approach was cross-appropriated into software development methods at the rise of object-oriented design, and was influential in the emerging styles with agile practices. The idea has been extended into social change. Are the philosophical foundations from the 1960s-1970s appropriate for the 21st century era of service science, and innovations in augmented intelligence?

Innovation Learning for Sustainability (SCUD, 2018/04/21)

An invitation as a keynote presenter at the 2018 International Conference on Smart Cities and Urban Design (SCUD) was initiated on a recommendation by Susu Nousala to the program chair WU Jing.  Blending the conference theme with my recent doctoral research, I proposed the topic “Innovation Learning for Sustainability: What’s smarter for urban systems”? For a 30-minute slot, the agenda was covered in three sections:

    • 1. Smarter Systems
    • 2. Sustainability + Service Systems Science
    • 3. Innovation Learning

The first section derived from the history of smarter cities and the cognitive era from IBM, blended with the co-respondence of Tim Ingold.  The second section considered sustainability from an ecological anthropology approach, then service systems and commitments.  The third section drew in the normative framework from Open Innovation Learning.

For streaming, the video is accessible on Youtube.

For offline devices, downloadable audio is available, including a digitally boosted volume version.

Audio
April 21
(28m44s)
[20180421_SCUD_Ing InnovationLearning.mp3]
(26MB)
[20180421_SCUD_Ing InnovationLearning_3db.mp3]
(volume boosted 3db, 26MB)

For offline viewing, the video files are also downloadable.

Video H.264 MP4 WebM

Architecting for Wicked Messes (OCADU 2018/03/07-09)

Each year, my lecture in the “Understanding Systems & Systemic Design” course — in the program for the Master of Design in Strategic Foresight and Innovation at OCAD University — reflects where my research is, at that point in time.  For 2018, the scheduling of my visit was towards the end of a busy winter.  Firstly, I had just finished teaching a Systems Methods course at the UToronto iSchool.  Then, the Open Innovation Learning book was officially launched.  Less than 6 months earlier, I had conducted a workshop at the Purplsoc 2017 meeting, and at the PLoP 2017 meeting.  This shaped an agenda for the prepared slides as:

  • 1. Designing for tame problems c.f. Architecting for wicked messes
  • 2. Analyzing the complicated c.f. Synthesizing the complex
  • 3. Unfreeze-change-freeze c.f. Co-responsive movement
  • 4. Planning (teleology) c.f. Programming (teleonomy)
  • 5. Industrial value chain c.f. Co-producing offering

While the lecture slides were the same for two class sections spaced 2 days apart, the verbal content varies as spontaneous flow.  On both days, agenda point 4 (Teleology c.f. Teleonomy) was cut short to jump to a few ideas in point 5.  (On the second day, a question from a student led back to point 4).

Each year, my lecture in the “Understanding Systems & Systemic Design” course — in the program for the Master of Design in Strategic Foresight and Innovation at OCAD University — reflects where my research is, at that point in time.  For 2018, the scheduling of my visit was towards the end of a busy winter.  Firstly, I had just finished teaching a Systems Methods course at the UToronto iSchool.  Then, the Open Innovation Learning book was officially launched.  Less than 6 months earlier, I had conducted a workshop at the Purplsoc 2017 meeting, and at the PLoP 2017 meeting.  This shaped an agenda for the prepared slides as:

  • 1. Designing for tame problems c.f. Architecting for wicked messes
  • 2. Analyzing the complicated c.f. Synthesizing the complex
  • 3. Unfreeze-change-freeze c.f. Co-responsive movement
  • 4. Planning (teleology) c.f. Programming (teleonomy)
  • 5. Industrial value chain c.f. Co-producing offering

While the lecture slides were the same for two class sections spaced 2 days apart, the verbal content varies as spontaneous flow.  On both days, agenda point 4 (Teleology c.f. Teleonomy) was cut short to jump to a few ideas in point 5.  (On the second day, a question from a student led back to point 4).

Classes of executive functions: homeostatic, mediative, proactive | Zaleznik (1964)

The term proactive, in comparison to reactive, only dates back to 1964. [1]  #AbrahamZaleznik, a professor of organizational psychodynamics and practicising psychoanalyst, cited Chester Barnard in the distinction for managers performing in nonexecutive and executive functions.  Building on Sigmund Freud’s later development of energy cathexes, with emotional energy towards (i) ideas, (ii) persons, or a (iii) fusion of the two, the predisposition of a manager influences priorities.  These may (or may not) be altered through (executive) education.

A central objective of … training efforts [within and outside of universities] is to modify behavior, usually interpersonal, according to some set of norms that relate to organizational effectiveness or improved individual and group performance.

The purpose of this paper is to raise for inquiry the adequacy of existing notions of what interpersonal competence is, how it relates to the manager’s job, and the best means for helping managers achieve this competence. [Zaleznik (1964) p. 156]

Executive functions ensure the organization operates as a cooperative system through specialized authority; nonexecutive functions include technical activities of the organization that might be carried out by others.

The term proactive, in comparison to reactive, only dates back to 1964. [1]  #AbrahamZaleznik, a professor of organizational psychodynamics and practicising psychoanalyst, cited Chester Barnard in the distinction for managers performing in nonexecutive and executive functions.  Building on Sigmund Freud’s later development of energy cathexes, with emotional energy towards (i) ideas, (ii) persons, or a (iii) fusion of the two, the predisposition of a manager influences priorities.  These may (or may not) be altered through (executive) education.

A central objective of … training efforts [within and outside of universities] is to modify behavior, usually interpersonal, according to some set of norms that relate to organizational effectiveness or improved individual and group performance.

The purpose of this paper is to raise for inquiry the adequacy of existing notions of what interpersonal competence is, how it relates to the manager’s job, and the best means for helping managers achieve this competence. [Zaleznik (1964) p. 156]

Executive functions ensure the organization operates as a cooperative system through specialized authority; nonexecutive functions include technical activities of the organization that might be carried out by others.

Inquiring systems and asking the right question | Mitroff and Linstone (1993)

Inputs, Operator, Outputs, Guarantor

Fit the people around an organization; or an organization around the people? Working backwards, say @MitroffCrisis + #HaroldLinstone, from current concrete choices to uncertain futures, surfaces strategic assumptions in a collective decision, better than starting with an abstract scorecard to rank candidates. The Unbounded Mind is an easier-reading follow-on to The Design of Inquiry Systems by C. West Churchman.

This scorecard metaphor shows up in the second of five ways of knowing (i.e. inquiring systems)

Inputs, Operator, Outputs, Guarantor
Figure 2.2 . An inquiry system [Mitroff & Linstone (1993), p. 32]
Chapter 3 is “The World as a Formula: The Second Way of Knowing”. A case study commonly used in business school education is described.

To illustrate the use and meaning of the Analytic-Deductive IS in a social realm, we’ll apply it to a situation that on the surface at least is as “simple” as the question that occupied us in the last chapter. There is a somewhat dated yet classic case in the Harvard Business Review that provides a perfect depiction of the Analytic-Deductive IS. [5] Four men are running for the presidency of a fictitious life insurance company, Zenith Life. Background information on their strengths and weaknesses, families, career history, skills, and so on, is given for all four, although we do not receive the same information for each of them. Thus, we know more about one candidate in one category than we do about another. Also, the history and current nature of Zenith Life itself, its prospects and problems, its opportunities as well as threats, are described. The central question of the case is, “Which of the four candidates is best qualified to head Zenith Life, given both its past history and its current condition?”  [pp. 41-42]

  • [5] Abraham T. Collier, “Decision at Zenith Life,” Harvard Business Review, January-February 1962, Vol. 40, No. 1, pp. 139-157

In all the years that we have given this seemingly “simple case” to scores of students and executives, the typical response has remained remarkably the same. Almost every student and executive — whether they worked individually on the case or in small groups — built a single, simple model that selects one and only one of the candidates as best for Zenith Life. The models are virtually the embodiment of Analytic-Deductive reasoning whether the students and executives were aware of this or not; in most cases, they were not.

The models essentially work as follows. A set of attributes that are characteristic of leadership is determined or specified: for instance, how charismatic each of the candidates is; their capacity to inspire others; the ability to formulate a vision of what Zenith Life needs to be in the coming decade; to present one’s ideas in a direct and persuasive manner so that others will want to join on; a clear sense of ethics and the ability to make decisions that are ethical and moral; their past job performance — job history, personality, and so on. Other variables such as”family support” were also included. Each candidate is then scaled on each attribute to the degree that the individual either embodies or possesses it. Typically, a score of “1” represents the absence of a particular attribute or poor performance on it, whereas “10” indicates the complete possession of an attribute or high performance. On more sophisticated models, the attributes are weighted differently so that, for example, the category “ethics” might be rated three times more important than one’s score in the area of “past job performance.” The “best candidate” to run Zenith Life is then selected on the basis of who has the highest score on all the attributes and their weightings.  [p. 42]

So, the scorecard would look something like this:

Fit the people around an organization; or an organization around the people? Working backwards, say @MitroffCrisis + #HaroldLinstone, from current concrete choices to uncertain futures, surfaces strategic assumptions in a collective decision, better than starting with an abstract scorecard to rank candidates. The Unbounded Mind is an easier-reading follow-on to The Design of Inquiry Systems by C. West Churchman.

This scorecard metaphor shows up in the second of five ways of knowing (i.e. inquiring systems)

Inputs, Operator, Outputs, Guarantor
Figure 2.2 . An inquiry system [Mitroff & Linstone (1993), p. 32]
Chapter 3 is “The World as a Formula: The Second Way of Knowing”. A case study commonly used in business school education is described.

To illustrate the use and meaning of the Analytic-Deductive IS in a social realm, we’ll apply it to a situation that on the surface at least is as “simple” as the question that occupied us in the last chapter. There is a somewhat dated yet classic case in the Harvard Business Review that provides a perfect depiction of the Analytic-Deductive IS. [5] Four men are running for the presidency of a fictitious life insurance company, Zenith Life. Background information on their strengths and weaknesses, families, career history, skills, and so on, is given for all four, although we do not receive the same information for each of them. Thus, we know more about one candidate in one category than we do about another. Also, the history and current nature of Zenith Life itself, its prospects and problems, its opportunities as well as threats, are described. The central question of the case is, “Which of the four candidates is best qualified to head Zenith Life, given both its past history and its current condition?”  [pp. 41-42]

  • [5] Abraham T. Collier, “Decision at Zenith Life,” Harvard Business Review, January-February 1962, Vol. 40, No. 1, pp. 139-157

In all the years that we have given this seemingly “simple case” to scores of students and executives, the typical response has remained remarkably the same. Almost every student and executive — whether they worked individually on the case or in small groups — built a single, simple model that selects one and only one of the candidates as best for Zenith Life. The models are virtually the embodiment of Analytic-Deductive reasoning whether the students and executives were aware of this or not; in most cases, they were not.

The models essentially work as follows. A set of attributes that are characteristic of leadership is determined or specified: for instance, how charismatic each of the candidates is; their capacity to inspire others; the ability to formulate a vision of what Zenith Life needs to be in the coming decade; to present one’s ideas in a direct and persuasive manner so that others will want to join on; a clear sense of ethics and the ability to make decisions that are ethical and moral; their past job performance — job history, personality, and so on. Other variables such as”family support” were also included. Each candidate is then scaled on each attribute to the degree that the individual either embodies or possesses it. Typically, a score of “1” represents the absence of a particular attribute or poor performance on it, whereas “10” indicates the complete possession of an attribute or high performance. On more sophisticated models, the attributes are weighted differently so that, for example, the category “ethics” might be rated three times more important than one’s score in the area of “past job performance.” The “best candidate” to run Zenith Life is then selected on the basis of who has the highest score on all the attributes and their weightings.  [p. 42]

So, the scorecard would look something like this:

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    • New status by daviding August 16, 2019
      Web video of presentation of Evolving Pattern language towards an Affordance Language, 2018, on week visiting#RaphaelArar and #JimSpohrer at Almaden. Insider&apos;s history of science and prospects http://coevolving.com/blogs/index.php/archive/evolving-pattern-language-towards-an-affordance-language-almaden-2018-05-09/#systemsthinking #patternlanguage
    • New status by daviding August 12, 2019
      Web videos of keynote presentation "Innovation Learning for Sustainability: What&apos;s smarter for urban systems" for 2018 International Conference on Smart Cities and Design (SCUD) in Wuhan. http://coevolving.com/blogs/index.php/archive/innovation-learning-for-sustainability-scud-2018-04-21/
    • New status by daviding August 11, 2019
      Web videos of lecture "Architecting for Wicked Messes: Towards an affordance language for service systems" #OCADU_SFI 2018, two sessions for @redesign and #JeremyBowes. One slide set, two slightly different talks on my research to that point. http://coevolving.com/blogs/index.php/archive/architecting-for-wicked-messes/ #systemsthinking #patternlanguage
    • New status by daviding August 9, 2019
      Extreme weather conditions could lead to disruption in regional food supplies, says an IPCC report published in August 2018.> It is projected that for every degree of global warming, the world&apos;s yield of wheat will fall six per cent, corn by 7.4 per cent, and rice and soybeans both by a little more than three […]
    • New status by daviding July 19, 2019
      While we should be satisfied with "making do", we should also appreciate that it&apos;s human nature to be (sometimes) frivolous. > Making do is a deeply pragmatic philosophy. It means asking of our things the only question we should ever ask of them: “Can you fulfill your intended use for me?” [....] Taken literally, it […]
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