Coevolving Innovations

… in Business Organizations and Information Technologies

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?

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.

April 21
[20180421_SCUD_Ing InnovationLearning.mp3]
[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).

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.

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:

Doing, not-doing; errors of commission, errors of omission

Should we do, or not-do?  Russell Ackoff, over many years, wrote about (negative) potential consequences:

There are two possible types of decision-making mistakes, which are not equally easy to identify.

  • (1) Errors of commission: doing something that should not have been done.
  • (2) Errors of omission: not doing something that should have been done.

For example, acquiring a company that reduces a corporation’s overall performance is an error of commission, as is coming out with a product that fails to break even. Failure to acquire a company that could have been acquired and that would have increased the value of the corporation or failure to introduce a product that would have been very profitable is an error of omission  [Ackoff 1994, pp. 3-4].

Ackoff has always been great with turns of phrases such as these.  Some deeper reading evokes three ideas that may be worth further exploration:

  • 1. Doing or not-doing may or may not invoke learning.
  • 2. Doing or not-doing invokes implicit orientations on time.
  • 3. Doing or not-doing raises question of (i) changes via systems of willful action, and/or (ii) changes via systems of non-intrusive action.

These three ideas, explored in sections below, lead us from the management of human affairs, beyond questions of science, and into question of philosophy.

For those interested in the history of philosophy and science, the three ideas above are followed by an extra section:

  • Appendix. Doing or not-doing in management can be placed philosophically in American pragmatism.

The question of doing or not-doing has been deep in the intellectual traditions of American management thinking in the latter 20th century.  The attitude of Bias for Action espoused by Tom Peters first published in 1982 exhorts managers to do.  Peters describes the shifts of 1962 “Bias of planning”, to 1982 “Bias for action” in a report card from 2001, and observes in a 2018 interview that it’s become the first of eight commandments in Silicon Valley.

1. Doing or not-doing may or may not invoke learning

One way of framing doing and not-doing is around decision-making mistakes.  In 1994, Ackoff was advocating strongly for organizational learning.  He criticized executives who suppress the surfacing of prior errors that might preclude the recurrence of mistakes.

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