Through the New Lens Quality and Process Improvement Through the  Lens of Complexity Bruce A. Waltuck M.A., Complexity, Ch...
What is “quality?”
Continuous Process Improvement <ul><li>What kinds of processes do we want to improve? (hint, this is a trick question) </l...
We are only human, after all… <ul><li>We wish our processes were ALL </li></ul><ul><li>… Stable </li></ul><ul><li>… Predic...
Old Mind, meet New Mind <ul><li>Isaac Newton </li></ul><ul><ul><li>Universe as machine </li></ul></ul><ul><ul><li>Mechanic...
Mostly  stable, predictable & controllable MAKE CAR KNOW HOW? FOLLOWED DIRECTIONS? FIX  “ MINOR” SAFETY PROBLEM 99 EASY PA...
Less  stable, predictable & controllable DO THE HOKEY-POKEY PUT YOUR LEFT FOOT IN LEFT FOOT OUT? TURN  YOURSELF AROUND THA...
Two Kinds of Processes <ul><li>Technical (See Ron Heifetz et al) </li></ul><ul><li>Can be Simple or Complicated (see Dave ...
Through the New Lens <ul><li>Study of Complexity (traffic, flocking e.g.) </li></ul><ul><li>Sometimes called “Complex Adap...
Through the New Lens Old Tools, New Tools <ul><li>As long as humans are involved, some degree of complexity will be an iss...
Quality and Complexity UCL LCL Control Chart For Statistical Process Control Analysis of Social Data –  Variation in Perce...
Stacey Matrix (Ralph Stacey, U. of Hertfordshire, UK)
Stacey Matrix: Decision-Making
Stacey Matrix (more)
Stacey Matrix: Approaches http://www.plexusinstitute.com/edgeware/archive/think/main_aides3.html
Stacey Matrix: Approaches Possible Approach Description Example Comments 1. Direct Direct workers to complete a task or ta...
Stacey Matrix: Approaches 2. Change  Work Processes Modify work processes to facilitate self-organization, self- direction...
Stacey Matrix: Approaches 3. Modify Structure Re- configure people, information flows, and connections.  Similar to above,...
Stacey Matrix: Approaches 4. Convene  & Intervene Connect people and information to facilitate self-organization and emerg...
Stacey Matrix: Approaches 5. Convene Convene people and information  to facilitate self-organization and emergence. Observ...
Stacey Matrix: Approaches 6. Examine,  Describe Patterns Observe interactionbetween complex adaptive systems that are beyo...
Stacey Matrix: Approaches 7. Seek Patterns Scanning &quot;chaotic and disorganized “ systems for  emerging  organization  ...
Through the New Lens Other Change & Improvement Tools <ul><li>Process Enneagram® Richard Knowles </li></ul><ul><li>Contain...
Cynefin
Cynefin Framework
Cynefin Framework
Dick Knowles Process Enneagram™ Identity Current State Intention Tensions Issues Relationships Connections Principles Stan...
Dick Knowles Process Enneagram™ Areas for inquiry and conversation Where Are We? Who Are We? What are we trying to achieve...
Resources <ul><li>Plexus Institute  www.plexusinstitute.org </li></ul><ul><li>Tim Dalmau & Jill Tideman: “The Middle Groun...
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Through the new lens: Quality & Complexity bruce waltuck

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Slides from my webinar of 4/5/11, for the HD&L Division of ASQ. A presentation on re-defining Quality through the perspective of complex adaptive systems. Introduces several frameworks and tools; provides examples and resources.

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  • Q1: What kinds of process? ALL processes Q2: Multiple answers- alone, team, structured, gut, experience, seek expert, TQM, Lean, etc. IGNORE? Q3: THE HUMAN BARRIER. POWER/FEAR/LACK OF KNOWLEDGE
  • SO: EVER DEAL WITH UNSTABLE, UNPREDICTABLE, UNCONTROLLABLE PROCESS? EVER RAISED A CHILD? EVER BEEN A CHILD? 
  • SO: TOYOTA. TECHNICAL PROBLEMS KNOWN FAIRLY EARLY. WHAT STOPPED TOYOTA FROM RESPONDING AND SOLVING THE PROBLEM? FEAR COMPLEX CULTURAL DYNAMICS
  • SO: MAYBE THE HOKEY-POKEY IS A FAIRLY STABLE PROCESS. MAYBE NOT. IN LESS STABLE, PREDICTABLE, CONTROLLABLE SITUATIONS, WHAT SHOULD WE DO? WHAT IS IT “ALL ABOUT?”
  • SO: On Heifetz, see his books with Marty Linsky, as well as Sharon Parks’ book on Heifetz. On Snowden, See Youtube, HBR, Cognitive Edge site SO: ARE THESE MUTUALLY EXCLUSIVE??
  • EMERGENT.. Observable state of the system could not have been predicted by an analysis of the parts or what came before HUMAN SYSTEM DYNAMICS: non linear and complex in many ways
  • STEAM BOILER
  • SO: WE’LL SEE IN A BIT HOW THIS ALSO RELATES TO THE METHODS OF DAVE SNOWDEN, DICK KNOWLES, AND TIM DALMAU
  • Transcript of "Through the new lens: Quality & Complexity bruce waltuck"

    1. 1. Through the New Lens Quality and Process Improvement Through the Lens of Complexity Bruce A. Waltuck M.A., Complexity, Chaos, and Creativity President, Freethinc… For A Change (609) 577-1584 [email_address] @complexified on Twitter Blog at complexified.wordpress.com
    2. 2. What is “quality?”
    3. 3. Continuous Process Improvement <ul><li>What kinds of processes do we want to improve? (hint, this is a trick question) </li></ul><ul><li>How do we improve processes? </li></ul><ul><li>What is your biggest challenge in improving processes? </li></ul>
    4. 4. We are only human, after all… <ul><li>We wish our processes were ALL </li></ul><ul><li>… Stable </li></ul><ul><li>… Predictable </li></ul><ul><li>… Controllable </li></ul><ul><li>Oops! </li></ul>
    5. 5. Old Mind, meet New Mind <ul><li>Isaac Newton </li></ul><ul><ul><li>Universe as machine </li></ul></ul><ul><ul><li>Mechanical process view </li></ul></ul><ul><ul><li>Predictable, repeatable, controllable </li></ul></ul><ul><ul><li>Change agent outside the system </li></ul></ul><ul><li>Niels Bohr </li></ul><ul><ul><li>Universe as constant duality, probability, uncertainty </li></ul></ul><ul><ul><li>Complex dynamic process view </li></ul></ul><ul><ul><li>Unpredictable, not-repeatable, not controllable </li></ul></ul><ul><ul><li>Change agent inside the system </li></ul></ul>
    6. 6. Mostly stable, predictable & controllable MAKE CAR KNOW HOW? FOLLOWED DIRECTIONS? FIX “ MINOR” SAFETY PROBLEM 99 EASY PAYMENTS GOT PARTS?
    7. 7. Less stable, predictable & controllable DO THE HOKEY-POKEY PUT YOUR LEFT FOOT IN LEFT FOOT OUT? TURN YOURSELF AROUND THAT’S WHAT IT’S ALL ABOUT! PUT YOUR LEFT FOOT OUT Y
    8. 8. Two Kinds of Processes <ul><li>Technical (See Ron Heifetz et al) </li></ul><ul><li>Can be Simple or Complicated (see Dave Snowden) </li></ul><ul><li>But still Linear </li></ul><ul><li>Deterministic (follow steps, get widget) </li></ul><ul><li>Mostly stable, predictable, controllable </li></ul><ul><li>Adaptive (Heifetz again) </li></ul><ul><li>Can be Complex or Chaotic (see Snowden again) </li></ul><ul><li>Non-linear </li></ul><ul><li>Not deterministic- can not predict next state of the system </li></ul><ul><li>Analysis of parts can not indicate behavior of the whole </li></ul><ul><li>May be somewhat stable, but not predictable or controllable </li></ul>
    9. 9. Through the New Lens <ul><li>Study of Complexity (traffic, flocking e.g.) </li></ul><ul><li>Sometimes called “Complex Adaptive Systems” </li></ul><ul><li>Independent local “agents” </li></ul><ul><li>Patterns of interaction generate emergent characteristics/behaviors </li></ul><ul><li>Simple rules create highly complex behaviors </li></ul><ul><li>Human interaction – ? </li></ul>Emergence Coherence Patterning M.C. Escher- rights of © holders
    10. 10. Through the New Lens Old Tools, New Tools <ul><li>As long as humans are involved, some degree of complexity will be an issue </li></ul><ul><li>Old tool; new way: Statistical Process Control compared to Social Process Analysis </li></ul><ul><li>New tool; new ways: Stacey Matrix. Agreement, certainty, and constant flux </li></ul>
    11. 11. Quality and Complexity UCL LCL Control Chart For Statistical Process Control Analysis of Social Data – Variation in Perceived meaning and behaviors In quality control, we want stable and predictable results. We want to eliminate non-conforming causes of variation Dogmatic; Cult behavior . Edge of chaos. Greatest opportunities for innovation adaptation and sustained growth. Chaos. Anarchy . Bruce A. Waltuck © Freethinc. 2007
    12. 12. Stacey Matrix (Ralph Stacey, U. of Hertfordshire, UK)
    13. 13. Stacey Matrix: Decision-Making
    14. 14. Stacey Matrix (more)
    15. 15. Stacey Matrix: Approaches http://www.plexusinstitute.com/edgeware/archive/think/main_aides3.html
    16. 16. Stacey Matrix: Approaches Possible Approach Description Example Comments 1. Direct Direct workers to complete a task or tasks. Asking employee(s) to do . . .xxx Lower left area of Stacey diagram. Highly structured and directive. Degree of control limits possible emergent outcome.
    17. 17. Stacey Matrix: Approaches 2. Change Work Processes Modify work processes to facilitate self-organization, self- direction, etc. Manufacturer with new product. Service staff connected through intranet. A summary of their E- mail exchanges becomes a dynamic new service manual. Sufficient control of variables to make changes in processes, etc. Leaders choose a specific action. Outcome as intended- or not. Possible Approach Description Example Comments
    18. 18. Stacey Matrix: Approaches 3. Modify Structure Re- configure people, information flows, and connections. Similar to above, less focused. Specific steps taken trying to influence desired emergent outcomes. Possible Approach Description Example Comments
    19. 19. Stacey Matrix: Approaches 4. Convene & Intervene Connect people and information to facilitate self-organization and emergence. Collaborative dialogue methods useful to explore similarities and differences. First step is to convene diverse stakeholders. Second step is structured, planned exploration/dialogue that actively attempts to &quot;move to a new attractor. “ [of meaning] (Per G. Morgan) Possible Approach Description Example Comments
    20. 20. Stacey Matrix: Approaches 5. Convene Convene people and information to facilitate self-organization and emergence. Observe. Insufficient power or control to do formal intervention. Convene hoping ideas and options will emerge. Less structured intervention than above example. Possible Approach Description Example Comments
    21. 21. Stacey Matrix: Approaches 6. Examine, Describe Patterns Observe interactionbetween complex adaptive systems that are beyond your ability to affect or convene. The economy or the stock market. The challenge is useful analysis and sense-making. Systems are sufficiently large or removed to preclude any intervention. Possible Approach Description Example Comments
    22. 22. Stacey Matrix: Approaches 7. Seek Patterns Scanning &quot;chaotic and disorganized “ systems for emerging organization and patterns. weather, global warming, immediate aftermath of a disaster Scan and analyze, To notice what may be emerging patterns that might suggest an emerging level of Coherence and organization. Possible Approach Description Example Comments
    23. 23. Through the New Lens Other Change & Improvement Tools <ul><li>Process Enneagram® Richard Knowles </li></ul><ul><li>Containers; Differences; Exchanges approach of Glenda Eoyang and Ed Olson </li></ul><ul><li>July 2010 UK Conference on Complexity Applications </li></ul><ul><li>October ‘10 U. Maryland Conference on Complexity & Business </li></ul>Cynefin Framework, David Snowden
    24. 24. Cynefin
    25. 25. Cynefin Framework
    26. 26. Cynefin Framework
    27. 27. Dick Knowles Process Enneagram™ Identity Current State Intention Tensions Issues Relationships Connections Principles Standards The Work Information Will Deep Learning Sustainability New Context Structures Strategy
    28. 28. Dick Knowles Process Enneagram™ Areas for inquiry and conversation Where Are We? Who Are We? What are we trying to achieve? What are the Tensions and issues? How well do our Relationships and Connections work? What Ground Rules shall we follow? Who will do What, when? How open is the Information flow? How can it be Opened to all? How can we keep Learning Adjusting and Sustaining it? What new context Overall way of working And approaches Can we use?
    29. 29. Resources <ul><li>Plexus Institute www.plexusinstitute.org </li></ul><ul><li>Tim Dalmau & Jill Tideman: “The Middle Ground” http://www.dalmau.com/resources.html </li></ul><ul><li>Facilitating Organization Change by Glenda Eoyang and Ed Olson </li></ul><ul><li>The Leadership Dance by Richard Knowles </li></ul><ul><li>Changing Conversations in Organizations by Patricia Shaw </li></ul><ul><li>The Seven Life Lessons of Chaos , Briggs & Peat </li></ul><ul><li>A Simpler Way by Margaret Wheatley </li></ul><ul><li>The World Café by Juanita Brown and David Isaacs </li></ul><ul><li>The Intelligence Advantage by Michael McMaster </li></ul><ul><li>Leadership on the Line by Ron Heifetz, and Marty Linsky </li></ul><ul><li>A Leader’s Framework for Change by David Snowden and Mary Boone, Harvard Business Review </li></ul><ul><li>Various posts on SenseMaker software & Cynefin, by Snowden at http://www.cognitive-edge.com/ </li></ul><ul><li>Excellent video by Dave Snowden http://www.blip.tv/file/4823134?filename=Ifad-Meeting28Feb2011392.m4v </li></ul><ul><li>Margaret Wheatley website, articles, video www.margaretwheatley.com </li></ul><ul><li>Glenda Eoyang, HSDI http://www.hsdinstitute.org/index.html </li></ul><ul><li>Papers & presentations on Complexity and Quality by Kevin Dooley; Duke Okes (to ASQ); Laurie Fitzgerald (to ASQ) </li></ul><ul><li>Complexity and Quality Primer by Bruce Waltuck, HD&L Division of ASQ </li></ul>

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