1. Analysing Systems Failures (1) Main Principles: systems thinking

2. A systems approach Finkelstein in the CAPSA analysis: “A system is an organised whole comprised of a set of interrelated components. CAPSA is a system whose components are other systems. These systems include software and computing hardware - but are not restricted to it.” i.e. management and human activities are also part of a system.

3. Using systems ideas to analyse reasons for failure Situations of failure occur in situations where internal complexity and influences from an external environment are strong. Most organisational situations are like this. Raises the question: what is needed for an effective and adaptable organisational system?

4. Systems Thinking in general Seeing situations in terms of complex interactions between different parts. Change in one part of the situation can have unpredicted (and unpredictable?) knock-on effects elsewhere. May involve comparing a messy, real-world situation with an ideal expressed in systems terms.

5. System Concepts systems have boundaries distinguishing them from their environments systems have inputs and outputs transformations occur within systems systems have a hierarchy of subsystems systems have monitor and control subsystems systems resist entropy systems exhibit homeostatis - try to revert to a stable state systems have a purpose systems have emergent properties - the whole is more than the sum of the parts

6. Nature of the Systems Failures approach (Fortune & Peters) Exploits the main systems ideas Involves examining a situation and comparing it to an “ideal type” of system A system is a set of interacting parts of varying degrees of complexity: –simple systems have predictable outputs. –complex systems have outputs that are more difficult to predict.

7. Outline process of the Failures approach Examine the situation by identifying failures and the many details of how different aspects of the situation interact. Model the situation to illustrate those interactions. Compare the situation as analysed against templates for effective system functioning.

8. Systems Failure Method

9. Techniques for expressing the situation in systems terms Systems maps: identify boundaries of systems and the items in the environments of those systems. Transformation diagram: to discuss what systems are there for. Influence diagrams: more dynamic approach, examining where stability and instability exist (negative and positive feedback).

10. Techniques for comparison Formal systems model - components of an effective and learning organisational system Control paradigm - what is needed for organisational systems to be self-regulating Communication paradigm - issues surrounding effective movement and interpretation of information

11. Formal Systems Model (Peters and Fortune)

12. Brief guide to some of the systems jargon “Transformation” - process that the system exists to carry out. “Legitimates” - provides justification or reason for performing the process. “Performance monitoring” - assessing activity and identifying necessary adjustments. “Environment” - external systems which the system affects but does not control.