1. 1 Finding the Fix that Fits: Human Systems Dynamics at Work February 20, 2008 Mental Model Gymnastics Glenda H. Eoyang, Ph.D. geoyang@hsdinstitute.org February 2008 1 © 2007. Human Systems Dynamics Institute.

2. 2 Finding the Fix that Fits  Introduction: The Fix that FitsOctober 3, 2007  Session 1: Self-OrganizingNovember 28, 2007  Session 2: Fingerprints of ChaosDecember 19, 2007  Session 3: Adaptive ActionJanuary 9, 2008  Session 4: Mental Model Gymnastics February 20, 2008  Session 5. Seeing and InfluencingMarch 5, 2008  Session 6: Shaping PossibilitiesApril 16, 2008 2

3. 3 Your Last Assignment (if you chose to accept it) Consider a current issue for you or your team. Use post-it notes to identify the aspects of the issue that fall into each part of the Landscape Diagram. Decide which is most problematic for you and your team. Make a plan and take action to move it. Watch what happens and be prepared to share your discoveries. 3

4. 4 Today we will.... Challenge your mental model of productivity for individuals and groups. Define generative relationship. Explore a model that helps you assess and intervene to improve the productivity of a group. Assess the current productivity for a group you are engaged with and plan an intervention to improve. 4

5. 55 Your Guide... Glenda Eoyang Glenda H. Eoyang, Ph.D. geoyang@hsdinstitute.org Productivity  Mechanical metaphors assume faster and harder are better.  Biological metaphors assume adaptation and survival are better. Who is right?  It depends.  Which mental model fits the situation, resources, expectations? The critical question is: Are you and your group prepared to know the difference and pursue the most “fit” solution to improve productivity?

6. 6 Faster and Harder Are Better

7. 7 Adaptation and Survival Are Better

8. 8 How do you currently measure productivity? Measures of fast and hard Measures of adapt and survive

9. 9 Traditional Measures Work when They FIT Outcome is known. Process is predictable. Resources are available. Consistency is important and possible. Homogeneity is the rule rather than the exception. Parts are either identical or few in number. Process is under control.

10. 10 Traditional Measures DO NOT Work when They DO NOT FIT Outcome is unknown or unknowable. Process is unpredictable. Resources are scarce. Consistency is not important or impossible. Homogeneity is the exception rather than the rule. Parts are either diverse or many in number. Process is not under control.

11. 11 So, what does work? Generative relationships:  Multiple players  Complex interactions  Emergent system-wide patterns  Surprising change over time This works for both human and other systems. We will focus on the human ones. How do you measure performance?

12. 12 Generative Relationship STAR Originally developed by Brenda Zimmerman. Defines four factors that shape productivity. Helps you assess the current balance among the factors. Provides hints about how to intervene to shift factors to improve generative productivity. Helps a group reflect on their own processes without getting side-tracked into personal or psychological territory.

13. 13 Generative Relationship STAR S imilarities and Differences

14. 14 Similarities and Differences Similarities hold the group together. Differences define patterns of interaction and potential for change. Both need attention for a generative action to form. When there’s too much difference.... What can you do? When there’s too much similarity... What can you do?

15. 15 Generative Relationship STAR S imilarities and Differences T alking and Listening

16. 16 Talking and Listening The connections allow diverse agents to work together to form new, shared patterns. Talking lets the individual inform the group. Listening lets the group inform the individual. Transformation happens for individual and group. When there’s too much talking.... What can you do? When there’s too much listening... What can you do? When there’s not enough talking and listening... What can you do?

17. 17 Generative Relationship STAR S imilarities and Differences T alking and Listening A uthentic Work

18. 18 Authentic Work The authentic work gives a focus to the energy of the group. It provides a feedback loop that supports adaptation over time. It gives evidence to those inside and others outside that something is happening. When there’s too much work.... What can you do? When there’s not enough work... What can you do?

19. 19 Generative Relationship STAR S imilarities and Differences T alking and Listening A uthentic Work R eason

20. 20 Reason The reason for coming together draws the right players into the group and keeps the group moving forward. In traditional models, the reason comes first. In generative relationship it may develop over time. A shared reason will work even when there are “hidden agendas.” When there’s not a good enough reason... What can you do?

21. 21 Consider Your Group S imilarities and Differences T alking and Listening A uthentic Work R eason What are the similarities that hold you together and the differences that inform your work?

22. 22 Consider Your Group S imilarities and Differences T alking and Listening A uthentic Work R eason What are your habits for talking and listening? Do they serve you well?

23. 23 Consider Your Group S imilarities and Differences T alking and Listening A uthentic Work R eason What is your authentic work? Is it serving you and your customers well?

24. 24 Consider Your Group S imilarities and Differences T alking and Listening A uthentic Work R eason What is your reason for being together? How do you articulate and reinforce that reason over time?

25. 25 Consider Your Group S imilarities and Differences T alking and Listening A uthentic Work R eason Which point of the STAR is out of balance?

26. 26 Consider Your Group S imilarities and Differences T alking and Listening A uthentic Work R eason What can you and others do to balance the points of the Generative Relationship STAR?

27. 27 Today we have.... Challenged your mental model of productivity for individuals and groups. Defined generative relationship. Explored a model that helps you assess and intervene to improve the productivity of a group. Assessed the current productivity for a group you are engaged with and plan an intervention to improve. 27

28. 28 Your Assignment (if you choose to accept it) Implement the plan of action you defined as you considered the STAR and your generative group. Document changes you notice as a result. Reassess the STAR for the group. Be prepared to share your findings. 28

29. 29 Finding the Fix that Fits  Introduction: The Fix that FitsOctober 3, 2007  Session 1: Self-OrganizingNovember 28, 2007  Session 2: Fingerprints of ChaosDec 19, 2007  Session 3: Adaptive ActionJanuary 9, 2008  Session 4: Mental Model GymnasticsFebruary 20  Session 5. Seeing and InfluencingMarch 5, 2008  Session 6: Shaping PossibilitiesApril 16, 2008 29

30. 30 THANKS! HSD in Action means that you can AND