Complexity in Organizations: Structuration Theory Sundeep Sahay

Recap: Course Themes Systems development approaches (waterfall, prototyping, user participation) Complexity in organizations and use (structuration theory, ANT, TCE, large scale and horizontal systems) Dealing with complexity (virtual teams, GSO, third world contexts, participation)

Complexity Change - levels, speed Globalization - time, space, cultures Involvement of multiple stakeholders Interdependencies Unintended effects, new risks New technologies

Complexity As we move away from - cognitivist, rational models Assumptions of structure (Identifiable, Quantifiable, Measurable, Predictable) Towards situated, context-specific understandings - semi and unstructured problems

What is Important? Meanings Tacit understanding Experiences Situations - work practices Process of change Unintended effects

Within this context Systems development starts to draw upon: –anthropology –social theory –sociology of knowledge –philosophy

Structuration Theory British Sociologist - Anthony Giddens Critique of too much focus on content Not enough focus on process, context, and linkage between context and process Focus either on human interactions Or on social structure Theory tries to resolve this dualism

Signification Domination Legitima- tion Communication Power Sanction Interpretative scheme Norm Facility Structuration Theory

Modalities Communication - interpretative schemes, stocks of knowledge, meanings (structures of signification) Power - facility, resources (material and human), (structures of domination) Sanction - norms, standards of morality, legitimate action (structures of legitimation)

Structures Rules Resources Existing in memory traces Come to the fore in action (manifest in action)

Human Agent Reflexive Monitoring of action Intentional conduct Revision and changes Unintended consequences

Signification Domination Legitima- tion Communication Power Sanction Meanings around IT Meanings around virtuality Identification with teams Use of technology For groupwork (local and global) Project requirement Facilitator roles Knowledge differential Project structure Virtual Teams

Structure Production structure - task focus, task ability Social structure - presence, responsiveness, goals, identities

Communicative action Turn taking: defining/negotiating situations, exchange documents, use of humor Dealing with trouble - problem avoidance, problem repair

Synthesized Framework Content - Organization; IS Social context - social relations, infrastructure, history Social process –culture - subcultures, multiple meanings –Politics - control/autonomy, morality

Framework applied to system design and development Content - requirements specification, development focus Social context - senior management attitude, project team composition Social process - participation, training (communication, learning, negotiation) (Walsham- chapter 9)