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Similar to Llkdays2019 - Lessons from the origins of socio-technical systems
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Llkdays2019 - Lessons from the origins of socio-technical systems
- 1. The Origins of Socio-Technical Systems Dr. Sal Freudenberg “New Torch” by b3tarev3 , Shared under Creative Commons 2.0 @salFreudenberg
- 2. “Some Social and Psychological Consequences of the Long-wall Method of Coal-Getting”, Trist, E. L. & Bamforth, K. W. (1951)
- 4. g-wall coal mining equipment by Helen Simonsson, Shared under Creative Commons 2.0
- 5. 1. Flat structure 2. Responsible autonomy / self-organisation 3. Self-selection 4. Team-based incentives 5. Small, stable, autonomous pairs / triplets Applicability to lean/agile
- 6. 1. Flat structure 2. Responsible autonomy / self-organisation 3. Self-selection 4. Team-based incentives 5. Small, stable, autonomous pairs / triplets 6. Apprenticeship 7. Social structures matter Applicability to lean/agile
- 7. 1. Why change? Determine whether there is a need for change and why. 2. System Boundaries 3. Description of existing systems 4. Definition of key objectives and tasks (from analysis in 3) 5. Diagnosis of efficiency needs (weak links in the existing system) 6. Diagnosis of social and psychological needs (of current system) Professor Enid Mumford’s ETHICS (1968, updated 1986)
- 8. Professor Enid Mumford’s ETHICS (1968, updated 1986) 1. Why change? Determine whether there is a need for change and why. 2. System Boundaries 3. Description of existing systems 4. Definition of key objectives and tasks (from analysis in 3) 5. Diagnosis of efficiency needs (weak links in the existing system) 6. Diagnosis of social and psychological needs (of current system) 7. Future requirements analysis of areas of potential change 8. Specifying and weighting job options against job satisfaction and efficiency needs. 9. Organizational design of the new system
- 9. Professor Enid Mumford’s ETHICS (1968, updated 1986) 1. Why change? Determine whether there is a need for change and why. 2. System Boundaries 3. Description of existing systems 4. Definition of key objectives and tasks (from analysis in 3) 5. Diagnosis of efficiency needs (weak links in the existing system) 6. Diagnosis of social and psychological needs (of current system) 7. Future requirements analysis of areas of potential change 8. Specifying and weighting job options against job satisfaction and efficiency needs. 9. Organizational design of the new system 10. Technical options 11. Detailed work design 12. Implementation 13. Evaluation
- 10. 9.Organisational design of the new system Interaction Mapping @salFreudenberg
- 11. Diagnosis of social and psychological needs (of current system) ?
- 12. Thank you! @salFreudenberg “New Torch” by b3tarev3 , Shared under Creative Commons 2.0
Editor's Notes
- Disclaimer Conditions – Dark, hot, foggy, noisy, moving.
- Tavistock institute researchers. Coined the phrase socio-technical systems. Flat structure – pairs and Colliery manager Pairs – self-selecting (close friends or family), multi-skilled, autonomy, set own targets, Contract (paid together according to amount of coal), Community – cares for family Sometimes fights between pairs but generally resolved by the groups themselves. Trammers – liars and theifs – bribe manager for soft face, nick tubs
- Industrialisation – Longwall method WHY – fast, safe, efficient. Process – 3 shifts -> 1. Preparing (e.g. Re-assemble the conveyor and creeping corridor and ensure roof secure) 1. “Cutter” Bore holes for shot, dig space for under the cutter for coal to fall into, operate the cutting machine 3. “Filler” With pick and shovel, throwing the coal onto the conveyor Managers, shifts, silos, different pay structures for different roles Outcome -> Fights, Accidents, deaths, lower production, sickness and absenteeism, attrition, behavioural changes (stoney silence or rage) Societal change – people in different roles never saw each other in the community (nights vs day shifts)
- Composite longwall Finish anything left from previous shift, continue to do what is left for next. Needs multi-skilled or differently skilled members. Self selecting shift members. Everyone paid the same. Removed need for management. Outcome –lower sickness and attrition, 20% ^
- Computer scientist at Manchester Business School and Prof at Manchester University. Close relationship with Tavistock Institute and in her later life became a council member. (Effective Technical and Human Implementation of Computer based Systems) Job satisfaction – includes relationships and groups, “fulfillment”, progression, ‘fit’ (hungry vs easy life), holistic stuff - happiness
- Jim Coplien, RFG, 2008 (airhockey tables) Map - Visual Context Specific Position of pieces relative to an anchor You can see potential for movement 2 clients now – really interesting. Not a method for solving/commenting, help them to build it and then “there it is, what do you see? What does it tell us? What else could you try?”
- I don’t see us doing this. Diversity Understanding that people have different needs from their work. And that’s OK. We need to provide structure and process within which everyone can thrive.
- Thanks Jose, sponsors and you.