Coevolving Innovations

… in Business Organizations and Information Technologies

Reconciling Perspectives in Futures Research and Systems Thinking

The postgraduate course on Philosophical, Methodological and Pragmatic Approaches to Scientific Futures Research was offered by the Finnish Futures Academy at the University of Turku at the end of November 2012.  I had never taken a course on scientific futures research before.  I had never been to Turku before.  Since I was scheduled to be Finland in mid-November, this presented an opportunity to get expert knowledge from leaders in future studies.  I registered for the course.

In the typical style of Finnish intensive courses, a long list of articles was prescribed in advance.  On the course schedule, a lecture for systemic approaches — naming Soft Systems Methodology — was slated on the last of three days.  Working through the articles, the ties between futures studies and systems thinking led me to read about their parallel development, particularly through the 1970s.  While most graduate students would try to relate the course content to their thesis, I’m so far along on my dissertation that that wouldn’t be productive.  Thus, for my presentation, I decided to talk about the prescribed readings in futures research from my perspective founded in systems thinking.

The philosophy of Finnish school of scientific futures is based much in critical realism (via Alan Musgrave) through Wendell Bell (honoured in an August 2011 issue of Futures, edited by Paul Dragos Aligica).  I came to realize that my view of the world is based much more on foundations on the design of inquiring systems, originating from C.Read more (in a new tab)

Open source, private source: foundations

In my dissertation for Aalto University, I’ve chosen the label of “private source” in opposition for the label “open source”.  This dissertation has been under development for some years.  In November 2012, the annual Arctic Workshop — a meeting of graduate students and supervisors of the Finnish Doctoral Program in Industrial Engineering and Management — was scheduled to bring together participants from across Finland.  With a theme for 2012 of “Innovation and Sourcing”, and an opportune opening on my calendar, I went to Finland to participate.

As a graduate student, I prepared an article and presentation slides for the event.  The abstract sent in advance said:

This research paper is an excerpt from a forthcoming dissertation titled “Open source with private source: coevolving architectures, styles and subworlds in business”. The content has been extracted from the first and second chapters, particularly on foundational definitions. It has being contributed to the Arctic Workshop 2012 as a research paper as part of a thesis under development.

This thesis, as a complete work, inquires into the question: How do open source and private source coexist and coevolve as patterns of behaviour in business? The research approach chosen is inductive, from nine cases in which both open source and private source have been in play. Theories built in the fully-developed thesis are placed into pluralistic contexts, as an inductive approach to multiparadigm inquiry.

Coincident with the theme of “Innovation and Sourcing” for the Arctic Workshop 2012, this research paper aims to explain the terms “open source” and “private source”, mostly as distinct patterns as phenomena in contemporary business.

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Designing for thrownness, design attitude, decision attitude

“Designing for Thrownness” showed up for me via “Design, Wicked Problems and Throwness” by Harold G. Nelson.  The citation of Karl Weick as a source, with references to Flores & Winograd (1986), led me to find the Managing by Designing research led by Boland and Collopy, with the 2004 conference as Case Western Reserve abstracted in a series of videos (of which Thrownness is #4 of 7).

Boland and Collopy differentiate between a design attitude and a decision attitude.

A decision attitude toward problem solving is used extensively in management education. It portrays the manager as facing a set of alternative courses of action from which a choice must be made.

  • The decision attitude assumes it is easy to come up with alternatives to consider, but difficult to choose among them.
  • The design attitude toward problem solving, in contrast, assumes that it is difficult to design a good alternative, but once you have developed a truly great one, the decision about which alternative to select becomes trivial.

The design attitude appreciates that the cost of not conceiving of a better course of action than those that are already being considered is often much higher than making the “wrong” choice among them.

The decision attitude toward problem solving and the many decision-making tools we have developed for supporting it have strengths that make them suitable for certain situations. In a clearly defined and stable situation, when the feasible alternatives are well known, a decision attitude may be the most efficient and effective way to approach problem solving.

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Revisiting the Socio-Ecological, Social-Technical and Socio-Psychological Systems Perspectives

A report, plus a contributed article, on the socio-ecological, socio-technical and socio-psychological systems perspectives is now available.

The Tavistock Institute for Human Relations, from the 1950s through the 1980s, developed a legacy of research based in systems thinking that has had lasting impact on theories of organization design and change.  The International Federation for Systems Research biannually hosts a conversation event in Austria where systems researchers have the luxury of time to share in mutual learning.  A trigger question for a team was proposed:

  • In which ways is the Tavistock legacy still relevant, and which ways might these ideas be advanced and/or refreshed (for the globalized/service economy)?

Pointers to some of the relevant literature were provided.  Joining the team, at Linz, were:

Minna Takala led the development of the team report for the proceedings, as well as contributing an independent article extending learnings from the group.  An excerpt of these two publications is a repackaging from the full proceedings that comprise the work of four teams meeting in parallel.

Robust Yet Fragile Complexity, or Scale Free Network?

A mention of “Robust-Yet-Fragile” label by resilience author @andrew_zolli led me to John Doyle‘s research at Caltech.  Andrew Zolli writes:

We rightfully add safety systems to things like planes and oil rigs, and hedge the bets of major banks, in an effort to encourage them to run safely yet ever-more efficiently. Each of these safety features, however, also increases the complexity of the whole.  Add enough of them, and soon these otherwise beneficial features become potential sources of risk themselves, as the number of possible interactions — both anticipated and unanticipated — between various components becomes incomprehensibly large.

This, in turn, amplifies uncertainty when things go wrong, making crises harder to correct: Is that flashing alert signaling a genuine emergency? Is it a false alarm? Or is it the result of some complex interaction nobody has ever seen before? [….]

CalTech system scientist John Doyle has coined a term for such systems: he calls them Robust-Yet-Fragile — and one of their hallmark features is that they are good at dealing with anticipated threats, but terrible at dealing with unanticipated ones. As the complexity of these systems grow, both the sources and severity of possible disruptions increases, even as the size required for potential ‘triggering events’ decreases — it can take only a tiny event, at the wrong place or at the wrong time, to spark a calamity.

In an 2007 Discover Magazine article, Carl Zimmer provides a simplified description of research conducted from a theoretical foundation (in Scale Free Networks) in contrast to that from empirical practicalities in control engineering.… Read more (in a new tab)

City Sciences workshop, U. of Toronto

The Cities Centre at the University of Toronto recently hosted a two day workshop on “Finding Connections Towards a Holistic View of City Systems“, as an NSERC Partnership Workshop to bring together academics, industry and government participants.  I was privileged to be invited as one of the 30 attendees to discuss potential future collaborations through a systems approach to urban issues.  The meeting was hosted by professors Steve Easterbrook and Eric J. Miller, and coordinated by Kathryn Grond.

On the first day, we had three speakers set stage for discussion:

Groups broke out for an exercise developing stories using Drivers of Change cards as triggers, and then writing some future headlines of outcomes that might be a result of future research.… Read more (in a new tab)

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