SlideShare ist ein Scribd-Unternehmen logo
1 von 59
Downloaden Sie, um offline zu lesen
SCIO OPEN DAY
21 JANUARY, LONDON
IVO VELITCHKOV
rganisationalOP Paradoxes
r o d u c t i v e
Paradoxes1.
What’s a paradox? (a reminder)
Why are paradoxes avoided?
Why they shouldn’t be, when trying to
understand social systems?
Growing interest in paradoxes but different perspectives
Organizational studies:
Paradoxes = tensions and
contradictions in
organisations
Social Systems Theory:
Paradoxes of self-
reference produce
social systems and they
are everywhere, at
micro and macro level
Paradox
This statement is false
self-reference
Paradox
x2+1=0
self-reference
𝑥 =
−1
𝑥 +1=-1
Self-reference
is the infinite in
finite guise.
Louis H. Kauffman
z = z2+c
Zn+1 = zn
2+c
Mandelbrot
མུ་བཞི
Catuṣkoṭi
being not being
neither
both
1.Everything that is, exists.
2.Nothing can simultaneously be and not be.
3.Each and every thing either is or is not.
Laws of Thought
Nth order observation
Laws of thought
1. A=A
2. ¬(A ∧ ¬A)
3. A∨¬A
Laws of Cybernethics
a≠a .1
a ∧ ¬a .2
a∨a .3
1. identity
2. noncontradiction
3. excluded middle
1st order observation
paradox .1
ambivalence .2
control .3
Dirk Baecker, Aristotle and George Spencer-Brown, 2012
Nth order observation
Laws of thought
1. A=A
2. ¬(A ∧ ¬A)
3. A∨¬A
1. identity
2. noncontradiction
3. excluded middle
1st order observation
[mathematics]
George Spencer-Brown
LAWS OF FORM
[biology]
Maturana & Varela
AUTOPOIESIS
[sociology]
Niklas Luhmann
SOCIAL SYSTEMS THEORY
Productive Organisational Paradoxes
Productive Organisational Paradoxes
distinction
…which is an indication of:
1. The inside (emptiness, void, nothing, the unmarked
state)
2. The outside (something, the marked state)
3. The distinction as a sign (indication)
4. The distinction as on operation of making a
distinction
5. The invitation to cross from one side to the other
6. The observer, the one that makes the distinction
7. …
Laws of Form
= calling
= crossing
=a a re-entry
More at http://www.strategicstructures.com/?p=957
Self-reference
=a a =a …
F. Varela: third state, “autonomous” state
Autopoiesis
rganisationalO2.
paradoxes
Why all decisions are by nature paradoxical?
How organisations reproduce themselves through
decisions?
How decisions absorb uncertainty?
Social Systems
communications
communications
Social Systems
Reichel, A. (2011) ‘Snakes all the way down: Varela’s calculus for self-reference and the
praxis of paradise’, Systems Research and Behavioral Science, 28(4): 646-662
The form of Communication
decisions
communications
1
2
3
Organisations
Notation
=
Social Systems
before | after
event
utterance | information | understanding
communication
Unity of distinction
selected | not selected
decision
Organisations
decisions
"Only those questions which are in principle undecidable, we can decide“
Heinz von Foerster
1/5
The paradoxes of decisions
what a decision is is a decision
2/5
The paradoxes of decisions
3/5
The paradoxes of decisions
time = (before | after)
decision
4/5
The paradoxes of decisions
Every decision has to:
1. Communicate its alternative
&
2. Communicate that it is NOT
its alternative
regret
criticism
blame
enables
The paradoxes of decisions
t1 t2
enable
produce
5/5
Pr o d u c t i v e3.Why “productive”?
How to use this knowledge in practice?
Productive
“Productive”, because:
1. Organisations are produced by paradoxes.
2. There is productive misunderstanding between organisations.
3. Understanding organisational paradoxes can be productive.
(some practical application examples follow)
Applications
Managing Constraints Decision Patterns Hidden Dependencies Understanding Power
Decision Packages B2B interactions SASSY Architecture VSSM
Managing constraints
• Deconstructing constraint “molecules”
• Suspending constraints to enable innovation
o Range of realistic expectations
o Configuration of constraints
Natural limitation
Decision-based limitation
constraints
constrained by
options
excluded due to
consideredalso feasible
… … …
D
constraints
constrained by
options
excluded due to
consideredalso feasible
D D
D D D
…
D D
… …
D D
D
Planning = deciding decision premises
D D D D D D
Power
My task is …
Our objective is…
I have a mandate for…
It was
decided
that…
time
power Decision: To implement “Business Analysis Dashboard” (BAD)
Approved “BAD” business case
“BAD” investment approved
by the High IT Board
“BAD” selected, using SWOT
Prefer Buy to Build
Trust Gartner
reports
Use SWOT in
business cases,
decided by X
Recruit X,
decided by B
B can recruit,
decided by A
Start “BAD” project
time
power Decision: To implement “Business Analysis Dashboard” (BAD)
Approved “BAD” business case
“BAD” investment approved
by the High IT Board
“BAD” selected, using SWOT
Prefer Buy to Build
Trust Gartner
reports
Use SWOT in
business cases,
decided by X
Recruit X,
decided by B
B can recruit,
decided by A
Start “BAD” project
time
power
A
B
Understanding B2B interactions
system in focus
client
vendor
Observation 1: Local Optimum
Project metrics Enterprise metrics
Observation 2: Duality
Start End
Project KPIs Client satisfaction
The project
is successful
Start End 1+ years after
That project
was a
failure
That project
was
successful
The project
is a failure
Observation 3: How the evaluation evolves
A
B
Is it useful?
End 1+ years afterStart
Does it work? Is it used?
The 4U test
(Productive) Misunderstanding
client
Organisation
in focus
Two case studies from Australia
Case Study
1 (CS1)
Industry PM Scope Budget Time
Construction Same as
SC2
+ 3
items
- 0.15 % - 1.11 %
Case Study
2 (CS2)
Industry PM Scope Budget Time
Construction Same as
SC1
within + 40 % + 70 %
Source: “Project Management Yinyang: Coupling project success and client satisfaction”, 2017
Greg Usher, Stephen Jon Whitty
SASSY Architecture
SASSY: Semantic Architecture for Social Systems
More at http://www.strategicstructures.com/?p=1410
system
recursion
LORV
complexity
autopoiesis
S E
M
S
decision
Viable System Model Social Systems Theory
information
“What this orthodox organization chart leaves
out of account, when it comes to understanding
institutions, is that we are not dealing with
pistons, pumps, and distributor arms, but with
people; and the connexions between the parts
are not crankshafts, pipes, and electrical wires,
but human relationships.” (Designing Freedom)
“The heard of the enterprise is the human
being.” (The Heart of Enterprise)
Where are the people in the VSM?
See http://www.strategicstructures.com/?p=742
Productive Organisational Paradoxes
or rather, imagine it like this
The interest in decisions is very old
The Dialogue of Pessimism
(Mesopotamia, 1000 BC)
Omens = God’s decisions
(Mesopotamia, circa 2000 BC)
PM Fair 2017
Black Mirror
Bandersnatch
MAKING BETTER
DECISIONS
UNDERSTANDING
DECISIONS
Decision
Processes Decision
Paradoxes
Reasoning
Information
Management
LED e.g. Garbage Can e.g. the 8 apps
1st order observation Nth order observation
More clarity by seeing…
… through the lens of, or as a form of, decisions.
Organisation
Power Positions
PlanningTasks
Goals
Constraints
Time

Weitere ähnliche Inhalte

Mehr von Ivo Velitchkov

Essential Balances in Organisations
Essential Balances in OrganisationsEssential Balances in Organisations
Essential Balances in OrganisationsIvo Velitchkov
 
Language and Meta-language for Enterprise Architecture
Language and Meta-language for Enterprise ArchitectureLanguage and Meta-language for Enterprise Architecture
Language and Meta-language for Enterprise ArchitectureIvo Velitchkov
 
Requisite Inefficiency 3
Requisite Inefficiency 3Requisite Inefficiency 3
Requisite Inefficiency 3Ivo Velitchkov
 
Essential Balances in Projects
Essential Balances in ProjectsEssential Balances in Projects
Essential Balances in ProjectsIvo Velitchkov
 
Requisite Inefficiency
Requisite InefficiencyRequisite Inefficiency
Requisite InefficiencyIvo Velitchkov
 
Using Enterprise Architecture to harmonise national legislation
Using Enterprise Architecture to harmonise national legislationUsing Enterprise Architecture to harmonise national legislation
Using Enterprise Architecture to harmonise national legislationIvo Velitchkov
 
Ashby's law in the first hour of the day
Ashby's law in the first hour of the dayAshby's law in the first hour of the day
Ashby's law in the first hour of the dayIvo Velitchkov
 
Reasoning with taskless BPMN
Reasoning with taskless BPMNReasoning with taskless BPMN
Reasoning with taskless BPMNIvo Velitchkov
 

Mehr von Ivo Velitchkov (8)

Essential Balances in Organisations
Essential Balances in OrganisationsEssential Balances in Organisations
Essential Balances in Organisations
 
Language and Meta-language for Enterprise Architecture
Language and Meta-language for Enterprise ArchitectureLanguage and Meta-language for Enterprise Architecture
Language and Meta-language for Enterprise Architecture
 
Requisite Inefficiency 3
Requisite Inefficiency 3Requisite Inefficiency 3
Requisite Inefficiency 3
 
Essential Balances in Projects
Essential Balances in ProjectsEssential Balances in Projects
Essential Balances in Projects
 
Requisite Inefficiency
Requisite InefficiencyRequisite Inefficiency
Requisite Inefficiency
 
Using Enterprise Architecture to harmonise national legislation
Using Enterprise Architecture to harmonise national legislationUsing Enterprise Architecture to harmonise national legislation
Using Enterprise Architecture to harmonise national legislation
 
Ashby's law in the first hour of the day
Ashby's law in the first hour of the dayAshby's law in the first hour of the day
Ashby's law in the first hour of the day
 
Reasoning with taskless BPMN
Reasoning with taskless BPMNReasoning with taskless BPMN
Reasoning with taskless BPMN
 

Kürzlich hochgeladen

ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...AgileNetwork
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanStefan Wolpers
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsStephan Koning
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AIKye Andersson
 
Growing a Thriving and Engaged Remote Team
Growing a Thriving and Engaged Remote TeamGrowing a Thriving and Engaged Remote Team
Growing a Thriving and Engaged Remote TeamJulie Cameron
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentationgdscghrcem
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsCIToolkit
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersMahmoud Rabie
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingCIToolkit
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioChristopher Totten
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementCIToolkit
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectCIToolkit
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationCIToolkit
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfBALASUNDARESAN M
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process ImprovementCIToolkit
 
Unlocking Insights and Driving Solutions Using the 5 Whys Approach
Unlocking Insights and Driving Solutions Using the 5 Whys ApproachUnlocking Insights and Driving Solutions Using the 5 Whys Approach
Unlocking Insights and Driving Solutions Using the 5 Whys ApproachCIToolkit
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMGloria Chow
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA StudentsManickam Gajapathy
 

Kürzlich hochgeladen (20)

ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna Rothman
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outs
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AI
 
Growing a Thriving and Engaged Remote Team
Growing a Thriving and Engaged Remote TeamGrowing a Thriving and Engaged Remote Team
Growing a Thriving and Engaged Remote Team
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentation
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity Diagrams
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem Solving
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value Mapping
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the Studio
 
Capacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slidesCapacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slides
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and Effect
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process Optimization
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdf
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process Improvement
 
Unlocking Insights and Driving Solutions Using the 5 Whys Approach
Unlocking Insights and Driving Solutions Using the 5 Whys ApproachUnlocking Insights and Driving Solutions Using the 5 Whys Approach
Unlocking Insights and Driving Solutions Using the 5 Whys Approach
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EM
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA Students
 

Productive Organisational Paradoxes