Developing Object using Structural Thinking Discipline

From Mitchell Owen a member of the listserv:

The above statements represent a partial context in which the writer is seeking for something. Using the Object format (or structural elements) : i.e. [Goal] [Facts] [Symptoms] [Change] [Cause] [Fix], the described context is reconstructed using the structural elements.

A note on Structural elements :

• [Goal] = Focus, purpose, theme, objectives, ....
• [Fact] = Something permanent, never change over time, concept, topics, ...
• [Symptoms] = In which most of the context / situations are described, ...
• [Change]= What changes have taken place that contribute to the [Cause], thus giving rise to [Symptoms], ...
• [Cause]= Root cause, what leads to the Effect or Symptoms described, ..
• [Fix]= Solution, New Perspective, New Insights, Revelation. Coaching takes place

Note: Facts are permanent at least over the period of perception for which the object is intended to be valid. Facts form the context in which the situation is perceived...and that perception is described by the Symptoms. And Changes are catalysts for the Cause not the Symptoms directly... Consider:

• Goal: Keep my system from crashing when I save a Word document.
• Fact: MS Windows 95
• Fact: MS Word 7.0
• Symptom: System crashes when I save a new word document
• Change: Created new word document
• Cause: Disk drive is full
• Fix: Delete some files off the disk so there is space available.

In the above the Change induces the Cause which creates the Symptom and it happens within the Context described by the Facts.

• I found System thinking 5-6 years ago while I was exploring how to improve my leadership skills and have done much to integrate it into my life and work.
• I have reached a hurdle and I thought the email forum list might be able to help me with it.
• I am part of a team within an state agency that is charged with challenging the agency to address a group of issues that were discovered through two exhaustive studies.
• The group wishes to discover which of the issues are important and which are not.
• I only know of one tool (an interrelational diagram) that would help in looking at these issues in a systems way and setting priorities.
• Do any of you have suggestions on how we might examine these issues to discover the interrelationships, root causes, and true drivers of the issues.
• We hope to do this in an inclusive way and thus, methods would need to be useful in working with both small and large groups...
• Thanks in advance for any help!

{Applying the discipline of System thinking, e.g. is the context fully described to represent a meaningful domain to be explored? From the above context, the undersigned regard the above as under the topic of:....., }

• System Thinking
• Thinking Framework

{What is the intent of the above writer, is one of the guesses of this coder ...}

• Looking for a tool or methodology that address all (or most aspects) of systemic forces.
• {What is the underlying assumption, ...}
• The current assumption is : Hopefully there is a Way or Ways (to help solve the mysteries of System) from suggestions of others.

{A new theme or objective is formulated, designed or modified from the descibed intend of the writer, ie. using a outside perspective to create a new perspective. ....}

• Is there a Way or Ways to help solve the mysteries of System?
• Implication for posing question to seek an answer?

• Limitation of description of the actual context (due to whatever reasons) imposes further restriction in the thinking framework of both the initiator and the intended audience, whose suggestions are sought.
• There is tendency on the part of those who wish to give their suggestions, focusing on the issues or questions raised by the initiators, which are defined in a rather narrow domain.
• Collective outcome : limited context described and suggestions focused on specifics, may distorts the actual reality, and hence ignore the dynamic interaction of the actual system forces.
• Coaching Principles: Without comprehensive description of the actual Reality, suggestions or solution from external source may not help resolve problems or difficulties.

From the same described context, another perspective can be created. This happens to be the next logical thinking from the above coded object.

• How to apply self discipline in System Thinking?

• Personal Coach & Organisation Coach
• Coaching Principles
• System Thinking
• Thinking Framework

• I found System thinking 5-6 years ago while I was exploring how to improve my leadership skills and have done much to integrate it into my life and work.
• I have reached a hurdle and I thought the email forum list might be able to help me with it.
• I am part of a team within an state agency that is charged with challenging the agency to address a group of issues that were discovered through two exhaustive studies.
• The group wishes to discover which of the issues are important and which are not.
• I only know of one tool (an interrelational diagram) that would help in looking at these issues in a systems way and setting priorities.
• Do any of you have suggestions on how we might examine these issues to discover the interrelationships, root causes, and true drivers of the issues.
• We hope to do this in an inclusive way and thus, methods would need to be useful in working with both small and large groups...
• Thanks in advance for any help!

• Opportunity not seized in applying System thinking to the above symptoms / issues, resulting in raising questions for more ideas.

• "What is the State agency main trust, or mission?" - A understanding that is easily taken for granted, but it is a discipline to be made conscious to oneself, but certainly cannot be taken for granted when posing the above scenario to other people whose suggestions are sought.
• "Issues that were discovered through two exhaustive studies" : there are many underlying assumptions not made clear or verified : for example, were the studies by a) opinions, perception e.g. through interview, survey? or b) serious research, customer feedback, system study, pattern analysis, statistical study, audit etc. etc.
• Whether the tool (an interrelational diagram) that supposedly will help in looking at these issues in a systems way and setting priorities, or not, what is the present group mental models, their current level of learning capability that give rise to profoundly understanding the state of Reality that is to be dealt with?
• The above mentioned "fixes" is only a brief treatment of System Thinking discipline, triggered by the few described symptoms at hand.
• Coaching Principles: System Thinking is a discipline to be applied, not a subject or external knowledge, perceived as "learned".
• Coaching Principles: Object coding as per Outsights is also a good discipline for practising System Thinking, in its Structural format : [Goal] [Fact] [Symptom] [Change] [Cause] [Fix].

"What is the State agency main trust, or mission?", "Who are the State agency customers? and WHY? currently by what means? what type of organisation and supporting structures?

From the above, it is generally satisfied that Organisation has a purpose to exist and some form of structure / mechanisms to function.

"What & how are the studies conducted on discoveries of issues?"

"Were there such studies done before and what happened?"

"What is the current Learning capability of the organisation?" Limited.. some trust problems between field and administration.. In a sense, I am looking for ways to help non-system thinkers examine issues like system thinkers.... and then hopefully enlighten them as to what they are doing...

"Using what Techniques and Skills and who play what roles?"

The above clarification leads this Personal Coach to focus more specifically on the underlying causes. And the following Object solution shows that there is a need to shift the paradigm from looking for a Methodology to start practising Wisdom-Creating Action

• Look for a tool or methodology to solve System mysteries - A correct move?
• Methodology or Wisdom-Creating Action

• Personal Coach & Organisation Coach
• Coaching Principles
• System Thinking
• Wisdom-Creating Action

• I found System thinking 5-6 years ago while I was exploring how to improve my leadership skills and have done much to integrate it into my life and work.
• I am part of a team within an state agency that is charged with challenging the agency to address a group of issues that were discovered through two exhaustive studies.
• The group wishes to discover which of the issues are important and which are not.
• I only know of one tool (an interrelational diagram) that would help in looking at these issues in a systems way and setting priorities.
• Do any of you have suggestions on how we might examine these issues to discover the interrelationships, root causes, and true drivers of the issues.
• Further discussion by this Coach reviews some interesting underlying problems than what were stated.
• Issues discovered with exhaustive studies were carried out by external consultant.
• In the past most, issues for Corrective and Preventive action done internally and little change occurred.
• Current Learning capability of the organisation is limited.. some trust problems between field and administration..
• In a sense, I am looking for ways to help non-system thinkers examine issues like system thinkers.... and then hopefully enlighten them as to what they are doing...

• Need for more sophitiscated tool after external consultant highlighting more complex issues in the organisation.

• One significant difference between present and before is the exhaustive studies by external consultants, who report more issues, on a larger context of the organisation.
• There is fundamental problem of reactive and fragmented approach behaviour (non-systemic in nature) by the organisation in dealing with Corrective and Preventive Action, rendering it non-effective. Such pattern of behaviour is inherent, before or after the consultants' exhaustive studies of complex issues in the organisation.
• That being the case, the root of the problem may not be the right tool, methodology that can address differentiation between Forest and the Trees, and to help to examine these issues (made more complicated by the consultant) to discover the interrelationships, root causes, and true drivers of the issues.
• Focus should be made on a group of stakeholders, who have the [Shared Vision], to excerise their [Sphere of Influence] by working in a [Teamwork] manner, with each member understanding, respecting other [Mental Model] and helping each other to attain full potential and capacity to grow. For that, [Personal Mastery] of necessary Knowledge, Techniques and Skills to co-create the [Shared Vision]. All these are essential elements and support to attain [System thinking] that can produce effective action. The Knowledge and Technique may include appropriate tools, methodology, but the later need not be the key success factor.
• Coaching Principles: Focus on Wisdom-Creating Action, not just techniques alone.
• Ref: Personal Coach & Organization Coach

Two more Objects (new insights and prespectives are coded)

• In search of "Solution of Wonder" that addresses all issues / problems of an organisation!

• Personal Coach & Organisation Coach
• Coaching Principles
• System Thinking
• Learning Organisation

• I am part of a team to address a group of issues that were discovered through two exhaustive studies.
• Issues discovered with exhaustive studies were carried out by external consultant.
• The team wishes to discover which of the issues are important and which are not, how to discover the interrelationships, root causes, and true drivers of the issues.
• In the past, most issues for Corrective and Preventive action done internally and little change occurred.
• Current Learning capability of the organisation is limited : some trust problems between field and administration.
• One significant difference between present and before is the exhaustive studies by external consultants, who report more issues, on a larger context of the organisation.
• A common factor remains unchanged : learning capacity (individual, team and organisation) is limited and not growing.
• It is felt that one team has adapted the Learning Organisation approach: following the disciplines of [Shared Vision] [Mental Model] [Teamwork] [Personal Mastery] and [System Thinking].
• Following the Learning Organisation approach by one team is considered not enough : a) the team does not move beyond linear thinking to a more holistic way of viewing issues, b) the entire organisation not looking at the interrelationships and root causes of the issues.
• Hope that there is a mechanism for a) Organization-wide examination of issues, b) to prioritise these issues in other teams rather than perceived by the masses as the most important to solve...

• Assumption that all known knowledge and avenues explored (e.g. learning organisation approach, external consultant, a team practice), but there must be an overall solution to solve the entire organisation problems in a holistic way.
• There must be a "magical mechanism" to solve complicated problems of an organisation : fast, effective and holistically. (Others call it a "Quick Fix")

• It must be recognised that there is no such "magical mechanism", otherwise the whole world problems can be tackled by such "Solution of Wonder".
• The thinking that one team is currently practising Learning Organisation (LO) approach is an illusion, treating LO more as a program and not a discipline that can lead to profound change. A small team in an organisation, IF genuinely practising and experiencing the deep learning disciplines, the "Sphere of Influence" will quickly attract others in the organisation to share their vision and inspiration.
• All issues or parts in an organisation are interconnected, inter-linked and interrelated with each others. A team or teams genuinely practising the ideals of the Learning Organisation will help to connect the issues at hand with that of the rest of the organisation naturally.
• There are many contributing factors for setting priority of issues to produce effective result : a) perception of the stakeholders, markets (customers), b) feedback / measurement systems with Quality Loop principle, c) Management system, d) Leadership etc. As such, there is no single mechanism nor recipe.
• What is considered top priorities Today, maybe obsolete by Tomorrow. Perception and conclusion of top priorities reflect the state of mind of the decision makers: their maturity, their standards, mental models, their wisdom or lack of wisdom, etc. which are not absolute or truth.
• Coaching Principles: Holism : integration of all parts and issues, exists in the [Mental Models] of all stakeholders concerned, not in a well mapped paper, report, formula, methodology or mechanism.

• If there is no absolute way to solve entire organisation problems or move the entire organisation towards a desired state, what then can I do?

• Knowledge, Techniques and Skills
• ISO 9000 Quality System
• System Thinking
• TQM : Total Quality Management
• Learning Organisation

• Organisation, typically, is faced with many problems or issues.
• Piecemeal fragmented Corrective and Preventive action does not change the situation to any better state.
• External consultants engaged to map the entire organisation issues / problems, the question is how to prioritise and implement.
• Many attempts made before e.g. TQM (Total Quality Management) with entire organisation learning Quality Circle tools and practices, but to no avail.
• ISO 9000 Quality System addressing the entire organisation, creates paperwork nightmare.
• Reengineering effort seems like ultimate solution, with hopelessly low morale of the reminding wounded staff after the downsizing bloodshed.
• Learning organisation looks promising, but apparently no effective holistic result.
• I learn that there is no single magical mechanism, "Solution of Wonder", or absolute management recipe, what then can I do to contribute towards the ideals for the organisation.

• The starting point is the really interested party : "What can I do?". The "I" can be any individual : shopfloor staff, supervisor, manager or Chief Executive Officer, or a group of people who share the same vision. The strategy is to increase the "Sphere of Influence" of such entity (individual or group) to the larger population of the organisation.
• The entity needs a set of appropriate Knowledge, Techniques and Skills, which may include some of the past and existing or new learning like TQM, ISO 9000, Reengineering, Learning Organisation. The challenge is how to apply them creatively and appropriately with particular attention to intended participants within the "Sphere of Influence", resulting in them having the [Shared Vision].
• There are others in the organisation who sincerely have the same objective but with different approaches, this then becomes the challenge to create [Shared Vision] and [Teamwork] in spite of differences and diversity. Eventually all parts and all souls are connected.
• Coaching Principles: Seeking wisdom with heart and soul in order to create larger "Sphere of Influence" with appropriate knowledge, techniques and skills. - a personal calling for commitment and action, like Mother Theresa, like Gandhi

End.

There are many more coded Object Solutions deposited in the Internet Knowledge Database

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By Andrew Wong, 27th May.1998

COPYRIGHT @ 1998

© 1998 eMail-Andrew Wong

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