1. Welcome to
“Classic” STSD:
History, Concepts and Practice In North America
1
Bernard Mohr
Innovation Partners International
Don de Guerre
Concordia University

2. © 2013 Bernard Mohr & Don de Guerre
• Bernard J. Mohr, (co-founder, Innovation Partners International) is a design practitioner, educator and author specializing
in performance improvement for complex organizations. Over the last 40 years, his work in the US, Central America, the
Caribbean, Western Europe, Canada and the Middle East has focused on strength based Innovation in strategy,
organization, leadership, key relationships and work processes and HOW the organization addresses challenges such as
merger, rapid expansion, new market demands and sustainability. Recent books include "Appreciative Inquiry: Change At
the Speed of Imagination" (Jossey Bass, 2011) and Essentials of Appreciative Inquiry: A Roadmap For Creating Positive
Futures (Pegasus Communications, Waltham, USA 2002) and "The Appreciative Inquiry Summit: A Practitioner's Guide for
Leading Large-Group Change" (Berrett-Koehler 2003). He can be reached at 207-874-0118 or
bjMohr@InnovationPartners.com
• Don de Guerre, BA, M.Ed., M.A., Ph.D. After a distinguished international career as a consultant and manager working in
the private, public service, and non-profit sectors, Dr. de Guerre is an Associate Professor at Concordia University. His
major area of interest is the development of participative governance and organization and the further development of
open systems theory. He teaches in the domains of human systems intervention and action research and consulting
process
• The STS Roundtable (STS/RT, Inc.) is a professional association where STS researchers and practitioners come together as
a professional learning community. We are a global (not-for-profit) network of business leaders, researchers, trade
unionists, academics, managers, consultants, and students who share the values, principles and practices of sociotechnical
systems theory and a common interest in developing more humane and effective organizations. The purpose of the
Roundtable is to provide an open environment in which to share research, knowledge, and practice to support community
learning. The members of this professional learning community continually devote time and energy to advance the
connections between the principles of democracy and the social and economic objectives of organizations. Since the
1980's, the STS Roundtable has been an open professional learning community advancing the values, theory and practice
that create healthy and powerful work systems that are demonstrably capable and responsible -- better places to work
and places that work better. For more information about us, please see our website at http://www.stsroundtable.com.
• The Ulbo de Sitter Institute is a community where academics and practitioners come together to exchange experiences,
models, cases and good practices based on the STS design and change theory. The members are researchers, managers,
consultants, students and unionist from the Netherlands and Belgium. http://www.ulbodesitterkennisinstituut.nl
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3. © 2013 Bernard Mohr & Don de Guerre
Acknowledgments
• Special thanks to the following individuals and groups who have
generously contributed materials and content to this presentation:
– John Cotter, who has generously shared some of his slides as well as his experience and
wisdom and guidance over the years
– Concordia University, for making Don DeGuerre available to share his STS knowledge
and experience
– Innovation Partners International, for making Bernard Mohr available to share his STS
knowledge and experience
– All the active members of the STS Roundtable and the Ulbo de Sitter Institute, who
have given so generously of their time over the years to keep STS alive through thick and
thin
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4. © 2013 Bernard Mohr & Don de Guerre
Is your organization an open sociotechnical system?
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5. © 2013 Bernard Mohr & Don de Guerre
Our Agenda
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1) What Is STS
Design and
Where Did it
Come From?
1) What Is STS
Design and
Where Did it
Come From?
3) STS Design –
stories and
experiences
3) STS Design –
stories and
experiences
2) STS Design
Methodology and
Tools
2) STS Design
Methodology and
Tools

6. © 2013 Bernard Mohr & Don de Guerre
History of STS Design – A North American View
• Great Britain in the 1950s (Tavistock Institute)
• Norway’s Industrial Democracy projects in the mid-1960s
• UCLA beginning in the late 1960s
• Procter & Gamble North America in the late 1960s
• Sweden and Netherlands via Phillips, De Sitter, van Beinum
and Univ of Eindhoven in the early 70’s … called Work
Restructuring
• UCLA Center for Quality of Working Life in 1975
• Application and refinement in Dutch, Scandinavian, and
American industry starting in the 1970s
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7. An Open Sociotechnical System in Its External Environment
Feedback
Competitors and/or Regulators
InvestorsCustomers
Technical
System
Transformation
Social
System
INPUT
•Materials
•Information
OUTPUT
•Goods
•Services
Key Concepts
STS as a Whole, Open Systems Perspective
8© 2013 Bernard Mohr & Don DeGuerre

8. Implications
1. Organizations are complex systems where the relationship (ie the fit)
between the parts is as important as the parts themselves. Implying that:
 the requirements of the social and technical subsystems must be well
understood so that this issue of fit can guide organizational and
technological choice
 quality of working life (as defined by those within the system) is an
explicit design criterion along with economic and societal req’ts
2. Involvement in designing and design outcomes are linked. Implying that:
 Content Specialists (external and internal) can be part of the design
process along with External Stakeholders, BUT those who do the actual
day to day work i.e. - “the prime users” of the new design, should be the
“prime designers”.
 The same group people design BOTH the social AND Technical system
9© 2013 Bernard Mohr & Don DeGuerre

9. © 2013 Bernard Mohr & Don de Guerre
STSD is an INTENTIONAL DESIGN PROCESS aiming to create organizations that are
effective in human, economic and societal terms… it is…
Based on Assumption of CHOICE
• Organizational choice
• Technological choice
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A collaborative process for consciously rethinking AND
implementing the choices that make up an entire
organizational system—including business/work processes;
jobs and organization structure; management practices,
beliefs, and assumptions; and technology—to achieve
significant breakthroughs in quality, cost, safety, speed,
quality of work life and …adaptability.
Definition

10. REQUIREMENTS
OF THE BUSINESS
ENVIRONMENT
ORGANIZATIONAL
PURPOSE, VISION
Plus SCOPE AND
STRUCTURE FOR DESIGNING
Development of a
best-fit final design
TECHNICAL
SYSTEM
REQUIREMENTS
SOCIAL SYSTEM
REQUIREMENTS
(Individual & Org’n)
11© 2013 Bernard Mohr & Don DeGuerre
DEVELOPMENT And IMPLEMENTATION
OF A BEST FIT “FINAL” DESIGN
Implementing
the design and
ongoing renewal

11. © 2013 Bernard Mohr & Don de Guerre
Areas of Choice in the Design Process
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Mission and Goals
Tools and Equipment
Operating Philosophy
Vision of Desired Future
Design Guidelines, Principles, and Involvement in the Process
Process Control and Improvement
Horizontal and Vertical
Boundaries around Work Units
Information FlowAuthority and Responsibility
Measure,Rewards and Recognition
Processes for People Selection
& Development o
Distribution of Tasks

12. © 2013 Bernard Mohr & Don de Guerre 13
Design Activities and Tools
Activity Reason Typical Tools
System “Scan” Agree on ORGANIZATIONAL
PURPOSE, VISION
Plus SCOPE AND
STRUCTURE FOR DESIGNING
Stakeholder mapping, Events,
Trends and Developments
Map; Philosophy Statements
Business
Environment
Analysis (BEA)
Clarity on
•customer requirements , now and in future
•outside influencers – what they want
(now/future) what we give (now) and what
we want to give (future)
Outside Influencer research
and mapping, Customer
requirements interviews
Technical
System
Analysis (TSA)
Agreement on:
• Unit Operations for Core Process
• Inputs, key activities, outputs for each unit
operation
• Key Variances
• Current and Alternative Variance Controls
Process Mapping
Variance Matrix
Variance Control Tables
Social System
Analysis (SSA)
Understanding of current QWL
Understanding of how current structures
processes and practices support GAIL and
create behaviors
Interaction/Role Network
Chart
GAIL Grid
QWL analyses (6 criteria)

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Key Concepts
QWL - Designing for Human Beings – A Core Value of STS Design
Do people still have these needs?
– Elbow room?
– Learning on the job?
– Variety?
– Mutual support and respect?
– Meaningfulness?
– Desirable future?

14. © 2013 Bernard Mohr & Don de Guerre
Defining STS
The STSD Paradox
People’s behavior IS influenced by the design of the
systems, structures and processes within which they
work
However, the primary focus of the STS ORGANIZATION
DESIGN process is innovation in structures, systems,
policies and practices – the focus is not on changing
people (as contrasted with Organization
Development interventions seeking to change
peoples behavior)
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15. © 2013 Bernard Mohr & Don de Guerre
Key Definitions and Basic Concepts
STS Principles for Designing and for Design Choices
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16. © 2013 Bernard Mohr & Don de Guerre
STS Design Process : BASIC STEPS or PHASES
1. High level scan of the business environment to clarify
organizational purpose and design scope and structures for
and participation in designing
2. Analyzing in Detail:
a) The Business Environment (to understand the
requirements for technical and social systems)
b) Functioning of technical system WRT the Business
Environment requirements
c) Functioning of social system WRT the Business
Environment and QWL requirements
3. Generating design alternatives
4. Developing a best-fit final design
5. Implementing the design
6. Ongoing renewal
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17. © 2013 Bernard Mohr & Don de Guerre
Technical Analysis: The VARIANCE MATRIX
(Nabisco Brands Example)
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18. © 2013 Bernard Mohr & Don de Guerre
STS Process and Methodology
VARIANCE CONTROL TABLE – Nabisco Brands
Key
Variance
Name of Unit Operation
Controlled by
Whom (Role)
Activities
Required to
Control
Information &
Sources of
Information
Related to
Control
Activities
Suggestions
for Job or
Organization
Redesign?
Suggestions
for Changes
in the
Technology?
Where
Occurs
Where
Observed
Where
Controlled
No. 10 –
Proportion of
Ingredients
into mix
u/o III u/o III
IV
V
VI
XVI
XVII
XXIII
XXIV
u/o III Mixer Selects
formula.
Monitors and
Adjusts.
Weights Within
Tolerances.
Feedback from u/o
V and XVI re
dough
performance.
Needs info from
u/o I and II re
materials received
and buffer solution
strength and
temperature.
Needs info on
previous batch
run.
u/o I through
XVI should be
on same team.
Training on
how materials
interact.
Instrument to
evaluate dough
rheology.
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19. © 2013 Bernard Mohr & Don de Guerre
Superior/
Subordinate
Relations
Relations Within
Work Groups
Relations
Across Work
Groups
Relations With
Outsiders
G Goal Setting
Supervisors Convey
information top
down
Results shared, but
little participation in
goal setting.
Supervisors are
linked. Others are
not.
Contact is at the
top only.
Customers don’t
feel included in
goal setting.
A Adaptation
Input solicited. Use
depends on quality
of input.
Better planning for
change needed.
Information is
received, but
usually after the
fact.
Changes in other
product areas not
known until
problems arise.
I Integration
Employees expect
supervisor to solve
all their problems.
Good
communication.
Conflict resolution
not satisfying.
Frustrating,
unclear about
how to resolve
problems.
Little opportunity
to work on
external issues.
Time not available.
L Long-Term
Development
Supervisor key to
learning, but not
active in personnel
development.
Informal
communication
only.
Little cross-
training,
Little awareness
of future needs
and skills
required.
STS Process and Methodology
Example :This is a summary sheet taken from a multi-page GAIL report at a white
collar financial services organization. A completed GAIL report often contained a
multi-page description for each of the sixteen cells.
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20. © 2013 Bernard Mohr & Don de Guerre
STS Process and Methodology
QWL (Measured by 6 Intrinsic Motivators)
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-5 0 +5 -5 0 +5 -5 0 +5
0 10 0 10 0 10
EFFECTIVE
ORG DESIGN
HIGH QWLMEETS THE BASIC
HUMAN NEEDS OF
WORK
ELBOW ROOM LEARNING ON THE JOB VARIETY
(Autonomy in (a) Setting Goals
decision making) (b) Getting Feedback
MUTUAL SUPPORT
AND RESPECT
MEANINGFULNESS
(a) Socially Useful
(b) See Whole Product
DESIRABLE
FUTURE
O
P
T
I
M
A
L
M
A
X
I
M
A
L
High Engagement

21. © 2013 Bernard Mohr & Don de Guerre
Sample Cases: Manufacturing Greenfield (Startup)
• The Organization
– A new “wallboard plant in New England, 220 employees at full capacity, late 80’s
• Initial Results Obtained
– “Start-up = On time and 8% under budget (A Corporate "first ever")”
– “Labor Productivity = 50% fewer people.”
– “Quality = Highest Customer Satisfaction Ratings in Division.”
– “Market Share = 150% increase in two years.”
– “Safety = 74% better than Division level.”
– “Operating Costs = Lowest Conversion costs in division.”
– ** The organization design has been renewed many times and “survived” multiple
changes in corporate ownership and leadership**
• What we did and what we learned
– Content, timeline and the nature of the interventions
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22. © 2013 Bernard Mohr & Don de Guerre
Sample Cases: Financial Services Company (Redesign)
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• The Organization
– A large financial services company located in the midwest - late 80’s - 350 employees
• Initial Results Obtained
– Total redesign of mission, operating philosophy, processes, structure, rewards, etc.
– Eliminated two layers of management, redesigned all roles including VP’s
– Created highly empowered self-managing ‘customer-focused’ service teams organized
around customer accounts – one of the first ‘customer-focused’ designs in FS
– ‘Quantum-leap’ in all standard service performance metrics to the extent that they
were abandoned in favor of new metrics 12 months into implementation
– Cost of operations reduced 15%, saving millions of dollars over the life of the design
– Quality of work environment (QWL) improved from ‘worst’ to ‘best’ in company
– Success of initial redesign expanded STS to banking operations and redesign of 4000
financial advisors nationwide followed 12 months later
– Initial redesign model lasted 10 years and survived 3 changes in management
• What we did and what we learned
– Content, timeline and the nature of the interventions

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Summary
1. STS as a design process…is
1. A primary construct is organizations as “open, sociotechnical systems” – and the
importance of designing with the “environment” in mind.
2. Choice as a key element in sociotechnical systems design
• Organizational choice
• Technological choice
3. Design Principles guide the process vs. a one size fits all solution
4. A key principle is “joint optimization”
A collaborative process for consciously rethinking and implementing
the choices that make up an entire organizational system—including
business/work processes; jobs and organization structure; management
practices, beliefs, and assumptions; and technology—to achieve
significant breakthroughs in performance, involvement, and quality of
work life.
© 2013 Bernard Mohr & Don DeGuerre