Coevolving Innovations

… in Business Organizations and Information Technologies

From Environmental Structure to Service Systems Thinking

Christopher Alexander’s work described the architecting of built physical environments.  The 1977 book A Pattern Language bears the subtitle “Towns, Buildings, Construction”.  This approach was developed in the context of architectural programming and problem seeking originating the late 1960s.  It was complemented by methods described in The Oregon Experiment, and theory in The Timeless Way of Building.  Appreciating the philosophy embraced in the practice of building environment structure leads to a lot of reading.  The challenge has been made harder by Alexander continually evolving his vocabulary and definitions throughout his career to 2012, with his last publication of The Battle for Life and Beauty of the Earth.

Service Systems Science inquires into a world that is not necessarily physical.  Is it possible to remain relatively true to the pattern language approach developed by Christopher Alexander, and extend that into a new domain labelled Service Systems Thinking?

The 21st Conference on Pattern Languages of Programs — known as PLoP, organized by the Hillside Group at Allerton Park, Illinois for September 2014 — was an opportunity to test out the idea of Service Systems Thinking amongst practitioners who have grappled with applying pattern languages to software development for over 20 years.  My contribution of writing to the Narrow Road to the Deep North (奥の細道) writer’s workshop led by Richard P. Gabriel and Jenny Quillien turned out to stretch the normal process of critical review.  The accepted paper was incomplete, overwhelming in length (since workshops usually review submissions of just a few pages), cross-disciplinary in nature, and written at level beyond an undergraduate audience.  … Read more (in a new tab)

Much of the best work is done by amateurs (1890)

The origin of “much of the best work” is “done by amateurs” dates back to 1890 in photography.  At that time, glass photographic plates was the norm for large images, as compared to the Kodak box camera released in 1888 with flexible roll film returned to the company for processing and reloading.

Thoroughness

Much of the best work one sees is done by so-called amateurs. In fact, good work can only be done by amateurs in the true sense; i.e., those who love their work, and the secret is thoroughness. One must be thoroughly interested in the work—make a thorough study of the subject, and have nerve enough to keep the holder out of the camera unless the light is satisfactory and the composition thoroughly good. The “you press the button and we do the work” method is often effective, but for plates of any size more often a waste than a gain.

Very frequently we see picture makers who carefully read and observe the instructions sent by the makers with each box of plates, and the result is favorable. I envy them their pictures and the ability to stick to instructions, but I can’t do it myself. I confess to having little interest in a picture after the first batch of prints, or even after the negative has shown its quality—for the chemistry and other details of the subject exhaust most of my zeal.

It has been my pleasure to incite some hundreds of persons to try the various branches of photography, pure and simple, while I have done some work in every branch from wet-plate to photo-engraving, and the criticisms here made apply equally to myself.

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Sustainable scale of an organization: A case study at IBM?

How many employees can IBM sustain?  At Dec. 31, 2013, IBM reported 431,212 employees for the company and wholly-owned subsidiaries.  In February 2014, there were projections that 13,000 to 15,000 employees would be released within the year.  The estimate for 2015 of 26% further reductions calculates to leave about 300,000 IBMers worldwide.  This leads to three questions about the current situation (and potential other cases with similar circumstances).

  • 1. How many employees, worldwide, can a company sustainably afford?
  • 2. Where should global resources be geographically deployed?
  • 3. Can science guide us on sustainable ranges of scale for organizations?

The domain of business is a social science, so corporate decisions lead to paths where alternatives (i.e. the path not taken) can never be tested in reality.  Thus, much of the thinking below is speculative.

1. How many employees, worldwide, can a company sustainably afford?

Let’s look at history, published in annual reports.  IBM reported 412,113 employees at Dec. 31, 1989.  Under John Akers as CEO, the organization was trimmed down to 301,542 employees by the end of 1992.  Lou Gerstner joined as CEO in April 1993, and job actions were announced by July.

The employees to be cut, mostly from overseas operations, will be given incentives to leave, but just what the financial package will be has not been determined. The $8.9 billion charge includes funds to pay for 25,000 additional job cuts under an early retirement program announced this year that has drawn 50,000 participants — twice as many as expected — and for 35,000 job cuts over the next 18 months.  

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Incubating Service Systems Thinking

Evolving the Proposal to Collaborate on a Pattern Language for Service Systems from January, the initiative has now taken on a label of Service Systems Thinking.  The presentation at the 58th Annual Meeting of the International Society for the Systems Sciences in Washington DC was recorded, so that interested parties have the option of watching or listening ideas that have developed over the past six months, and reading the slides at their leisure.  Here’s the abstract:

“Service systems thinking” is proffered as a label for an emerging body of work that: (i) builds on social systems thinking (i.e. socio-psychological, socio-technical and socio-ecological systems perspectives) to advance a transdisciplinary appreciation of service systems science, management, engineering and design; (ii) explores opportunities to enrich Alexanderian patterns and categorized pattern catalogs into a generative pattern language; and (iii) collaborates on new platforms, moving from inductive-consensual wiki pages to a multiple-perspectives (federated) wiki.

The session was conducted in two parts, each of about 90 minutes.  The first part had a soft start playing some videos on the Smallest Federated Wiki by Ward Cunningham, since participants were coming back from lunch in another building.  The presentation alternated between projected slides, and live content on the federated wiki at http://fed.coevolving.com/view/welcome-visitors/view/service-systems-thinking.  The agenda covered:

  • 1. Service Systems Thinking, In Brief
    • 1.1 An intentional representation
    • 1.2 An object-process representation
  • 2. Conversations for Orientation
    • 2.1 Systems thinking
    • 2.2 SSMED (Service Science, Management, Engineering and Design
    • 2.3 Generative Pattern Language
    • 2.4 Multiple Perspectives Open Collaboration
Part 1 Audio [20140730_1453_ISSS_Ing_ServiceSystemsThinking_128Kbps.mp3
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Scenarios and Design: Instigating Change, Methods Framing, Scenario-Buffered Design

At the Oxford Futures Forum 2014, hosted by the Saïd Business School, I was invited to be a participant in a generative dialogue.  Each of the invitees was requested to submit a 250-word abstract and an image four months ahead of the event.  In two days, we had three group discussion meetings, where individuals were free to go to other groups (or form new groups) according to the ideas emerging from the dialogue.

This event runs on the Chatham House Rule:

When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed.

Further, in a generative dialogue, ideas flow and merge as participant learn from each other, so representations related to people outside of the involved group don’t get a full appreciation for the unfolding learning.  Having been a participant in a series of prior IFSR Conversations that similarly focus on generative dialogue, any describing of the experience turns out somewhat inadequate.  The most that can be related to others are “proceedings”, where some of the ideas in progress are captured.  As a participant in Oxford Futures Forum, I was involved in three rounds of conversations, which can be roughly framed as:

  • design and scenarios to instigate change (as an introductory clustering to start the first round);
  • methods framing (as the emergent theme from the first round to go into a second round); and
  • scenario-buffered design (as the label that was presented as the conclusion of the third round).
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Systems generating systems — architectural design theory by Christopher Alexander (1968)

The systems thinking roots from architect Christopher Alexander aren’t completely obvious in his work on pattern language.  A republished version of an 1968 article resurfaces some clarification on a perspective on systems thinking originating from practices in architecture.  This article introduced ways in which systems thinking could be most directly applied to built environments.  The cross-appropriation of pattern languages across a variety of domain types — object-oriented programmers were the earliest motivating adopters — could be enlightened by revisiting the foundations.  Alexander concisely presented 4 points, and then provided detailed reasoning for each:

1. There are two ideas hidden in the word system: the idea of a system as a whole and the idea of a generating system.

2. A system as a whole is not an object but a way of looking at an object. It focuses on some holistic property which can only be understood as a product of interaction among parts.

3. A generating system is not a view of a single thing. It is a kit of parts, with rules  about the way these parts may be combined.

4. Almost every ‘system as a whole’ is generated by a ‘generating system’. If we wish to make things which function as ‘wholes’ we shall have to invent generating systems to create them.  [Alexander 2011, p. 59; Alexander 1968, p. 605]

In a properly functioning building, the building and the people in it together form a whole: a social, human whole.

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