COURSE # MGM-220
SYSTEMS THINKING AND IDEALIZED REDESIGN
In a complex environment of rapid unplanned change, how effectively we deal with emergent conditions depends on the quality of the approaches we use and implement.
The quality of the approach to change depends more on the organization's philosophy and world view than on science and technology. The paradigms and underlying assumptions that are developed are the products of historical circumstances. In general, they are based on the assumptions that evolved from the industrial era and the mechanistic World View that prevailed from the Renaissance until about the time of World War II.
Understanding changes that are currently taking place requires a paradigm shift. Systems Thinking/Systems View of the world is evolving as an alternative to the old paradigms. In Systems Thinking the orientation is on Social Systems. Social Systems are behavioral systems containing purposeful parts which are contained in larger purposeful systems.
Metadisciplinary systems thinking implies the use of holistic theories to bring about radical change in the way managers see their organizations and the world in which they function. Yesterday's successes mean very little in a world of rapidly changing economies, values, and life-styles. To survive and prosper, modern organizations must devise means of continuous self-renewal incorporating Systems Thinking. Managers must focus on systemic properties of entire systems that their parts alone do not have, while operating within larger systems.
Applications and benefits:
You will benefit by enhancing your understanding of the :
- The role of managers in the change process.
- When it is necessary (or not) to bring about change.
- Possessing the competencies to bring about change when it is required.
- Being more concerned with the ways that parts of a system interact than how each part acts alone.
Who should attend:
This seminar will provide useful information for those who are responsible for or involved in managing engineering efforts. Specifically, managers, design engineers, process engineers, production and quality control managers.
- Systems Thinking
- The changing concept of reality as we move into a new age
- Why changing the way we think is critical to success
- The ideas and methods needed to plan for today's turbulent and complex-organizational environments
- The key role of the concept of "system"
- The importance of interactions
- Our changing concept of the enterprise
- The implications of the stakeholder view
- Idealized Redesign
- The fundamentals of Interactive Planning and its phases
- Mess Formulation - an interactive, problematical situation
- Design as a methodology of planning
- The deficiencies of conventional planning
- The advantages of Design based planning
- Multidimensional Organization
- Joint performance as the reason for an organization's existence
- Coordination and integration of the divided work
- Inputs, outputs, and markets as three criteria in designing the organization
- Hierarchical control of "peer" divisions in traditional approaches
- The emerging "supplier to customer" approach
- A Structure for Participative Management
- Managing interactions
- Learning versus commanding
- Democratizing the work place
- Increasing staff readiness, willingness, and ability to change
- Facilitating communications
- Facilitating organizational learning
- From Downsizing to Rightsizing to Selfsizing
- Advantages of corporate capitalism
- Analogy with Perestroika
- Creating self-regulating systems
- Reacting quickly to market forces
- Preventing bureaucratic growth
- Eliminating internal conflict
- Identification of profit centers
- Business planning for profit center
- Creating a level playing field
- Concepts of pricing
- Financial management
- Management Learning System
- Parameters involved in decisions
- Process to improve decision making
- Defining organizational learning
- How the MLS components function
- Critical success factors and their relationship to the planning process, performance indicators, and management information needs
- Diagnosing the causes of performance decline
Several videos featuring Russell L. Ackoff, the renowned leader of the systems thinking movement, will be shown. Dr. Ackoff is Chairman of the Board of INTERACT and the Anheuser-Busch Professor Emeritus of Management Science, The Wharton School, University of Pennsylvania. In additional several practitioners of Dr. Ackoff's philosophy will describe their experience in implementing systems thinking. These individuals are from Fortune 100 companies.
About the Instructor
John Pourdehnad is an independent consultant and an associate member of INTERACT. He has over 20 years experience in strategic management, management process consulting, business process redesign and large scale organizational change He has extensive international experience including his involvement with the Asian Productivity Organization (Japan). He received his Ph.D. in Systems Sciences from the Wharton School, University of Pennsylvania.
Robert Reid is co-founder of the Organizational Effectiveness Institute. He has written extensively in the area of organizational change management, creative thinking, and systems design. In his 25 years of consulting experience, he has worked with over 50 major companies worldwide. His recent book is entitled Change From Within: People Make the Difference.
Course: MGM-220 Duration: 2 Days FEE: $1,199 CEUs: 1.44
Please direct any additional inquiries regarding this course to Anita Hellstrom, Program Coordinator, by e-mail, FAX: (636) 273-4955 or TELEPHONE: (202) 241-6326.
Call toll free 1-800-683-7267 from anywhere in the Continental U.S. or CANADA.
Last modified November 11, 2011.