Systems Scientists

"# Correspondingly, the work group became central rather than the individual jobholder."

"# It was variety-increasing for both the individual and the organization rather than variety-decreasing in the bureaucratic mode."

"The socio-technical concept arose in conjunction with the first of several field projects undertaken by the Tavistock Institute in the coal-mining industry in Britain. The time (1949) was that of the postwar reconstruction of industry in relation to which the Institute had two action research projects.(2) One project was concerned with group relations in depth at all levels (including the management/labor interface) in a single organization - an engineering company in the private sector. The other project focused on the diffusion of innovative work practices and organizational arrangements that did not require major capital expenditure but which gave promise of raising productivity. The former project represented the first comprehensive application in an industrial setting of the socio-clinical ideas concerning groups being developed at the Tavistock."

"Coal being then the chief source of power, much industrial reconstruction depended on there being a plentiful and cheap supply. But the newly nationalized industry was not doing well. Productivity failed to increase in step with increases in mechanization. Men were leaving the mines in large numbers for more attractive opportunities in the factories. Among those who remained, absenteeism averaged 20 percent. Labor disputes were frequent despite improved conditions of employment. Some time earlier the National Coal Board had asked the Institute to make a comparative study of a high producing, high morale mine and a low producing, low morale, but otherwise equivalent mine."

"Fellows were encouraged to revisit their former industries and make a report on any new perceptions they might have. One of these Fellows, Ken Bamforth, returned with news of an innovation in work practice and organization which had occurred in a new seam in the colliery where he used to work in the South Yorkshire coalfield. The seam, the Haighmoor, had become possible to mine "shortwall" because of improved roof control."

"Socio-technical analysis is made at three levels - the primary work system; the whole organization; and macrosocial phenomena."

"Considering enterprises as "open socio-technical systems" helps to provide a more realistic picture of how they are both influenced by and able to act back on their environment. It points in particular to the various ways in which enterprises are enabled by their structural and functional characteristics (“system constants”) to cope with the “lacks” and “gluts” in their available environment."

"Ludwig von Bertalanffy's formulation enables exchange processes between the organism, or organisation, and the elements in its environment to be dealt with in a new perspective, it does not deal at all with those processes in the environment itself which are among the determining conditions of the exchanges. To analyse these an additional concept is needed - the causal texture of the environment."

"The work organization of the new seam was, to us, a novel phenomenon consisting of relatively autonomous groups interchanging roles and shifts and regulating their affairs with a minimum of supervision. Cooperation between task groups was everywhere in evidence, personal commitment obvious, absenteeism low, accidents infrequent, productivity high. The contrast was large between the atmosphere and arrangements on these faces and those in the conventional areas of the pit, where the negative features characteristic of the industry were glaringly apparent. The men told us that in order to adapt with best advantage to the technical conditions in the new seam, they had evolved a form of work organization based on practices common in the unmechanized days when small groups, who took responsibility for the entire cycle, had worked autonomously."

"A main problem in the study of is that the environmental contexts in which organizations exist are themselves changing, at an increasing rate and towards increasing complexity. This point, in itself, scarcely needs laboring. Nevertheless, characteristics of organizational environments demand consideration for their own sake if there is to be an advancement of understanding in the behavioral sciences of a great deal that is taking place under the impact of technological change, especially at the present time."

"The advantage of placing responsibility for the complete coal-getting task squarely on the shoulders of a single, small, face-to-face group which experiences the entire cycle of operations within the compass of its membership. [And furthermore], for each participant the task has total significance and dynamic closure ."

"The outstanding feature of the social pattern with which the pre-mechanized equilibrium was associated is its emphasis on small group organisation at the coal face. [Indeed], under these conditions there is no possibility of continuous supervision, in the factory sense, from any individual external to the primary work group."

"Occupational roles express the relationship between a production process and the social organization of the group. In one direction, they are related to tasks, which are related to each other; in the other, to people, who are also related to each other."

"[The workmethods had] evolved from the experience of successive generations... Each other, often being members of the same family; supervision was internal, having the quality of 'responsible autonomy."

"What happened in the Haighmoor seam gave to Bamforth and myself a first glimpse of the "emergence of a new paradigm of work" (Emery, 1978) in which the best match would be sought between the requirements of the social and technical systems. Some of the principles involved were as follows:"

"Faced with low productivity despite improved equipment, and with drift from the pits despite both higher wages and better amenities... a point seems to have been reached where the [coal] industry is in a mood to question a method it has taken for granted."

"The longwall method [can be] regarded as a technological system expressive of the prevailing outlook of mass-production engineering and as a social structure consisting of the occupational roles that have been institutionalized in its use."

"Every time the cycle is stopped, some 200 tons of coal are lost. So close is the task interdependence that the system becomes vulnerable from its need for 100 percent performance at each step."

"We are moving towards another type of society than that to which we have become accustomed. This is sometimes referred to as a new service society, the society of the second industrial revolution or the post-industrial society. There is no guarantee of our safe arrival. Not only are the interdependencies greater – they are differently structured... The changes in the policy field [housing, health care, urban rehabilitation, education, etc.] demand a new mobilization of the sciences."

"This paper introduces a concept of organizational ecology. This refers to the organizational field created by a number of organizations, whose interrelations compose a system at the level of the field as a whole. The overall field becomes the object of inquiry, not the single organization as related to its organization-set. The emergence of organizational ecology from earlier organization theory is traced and illustrated from empirical studies. Its relevance to the task of institution-building, in a world in which the environment has become exceedingly complex and more interdependent, is argued."

"We know from experience that technology can be changed. We have learned in the quality-of-working-life enterprise not to accept the technological imperative."

"# The work system, which comprised a set of activities that made up a functioning whole, now became the basic unit rather than the single jobs into which it was decomposable."

"Mathematicians seem to have no difficulty in creating new concepts faster than the old ones become well understood, and there will undoubtedly always be many challenging problems to solve. nevertheless, I believed that some of the unsolved meteorological problems were more fundamental, and I felt confident that I could contribute to some of their solutions."

"By showing that certain deterministic systems have formal predictability limits, Ed put the last nail in the coffin of the Cartesian universe and fomented what some have called the third scientific revolution of the 20th century, following on the heels of relativity and quantum physics... He was also a perfect gentleman, and through his intelligence, integrity and humility set a very high standard for his and succeeding generations."

"We see that each surface is really a pair of surfaces, so that, where they appear to merge, there are really four surfaces. Continuing this process for another circuit, we see that there are really eight surfaces etc and we finally conclude that there is an infinite complex of surfaces, each extremely close to one or the other of two merging surfaces."

"The most essential example of the theory of self-organisation in chemistry is the theory of non-linear, non-equilibrium thermodynamics of chemical reactions presented by Prigogine and his co-workers."

"In principle, a self-organising system cannot be constructed, since its organisation and behaviour cannot be prescribed and created by an external source. It emerges autonomously in certain conditions (which cannot be prescribed either). The task of the researcher is to investigate in what kind of systems and under what kind of conditions self-organisation emerges."

"The scientific world picture does not include … things that have not been constructed, that are not understood as artefacts … Instead of the final cause one starts to speak about purpose, which nature itself does not have. Only humans can set aims and achieve them by their activities if they know the laws of nature and set up various processes based on them and organise them purposively."

": THE UNIVERSE IS INFINITELY SYSTEMATIZABLE BOTH UPWARDS (LARGER SYSTEMS) AND DOWNWARDS (SMALLER SYSTEMS)"

": ALL SYSTEMS ARE INFINITELY COMPLEX (The illusion of simplicity comes from focusing attention on one or a few variables.)"

"::::::::::::::::::::::::John Gall, Systematics, 1975"

"In one of my favorite books, Systemantics: How Systems Work and Especially How They Fail, John Gall (1977) warns against the rising tide of “systemism” — “the state of mindless belief in systems; the belief that systems can be made to function to achieve desired goals.” Gall’s point is that “the fundamental problem does not lie in any particular system but rather in systems as such.” These systems become the goal rather than the means to a goal. Adherents of these “systemisms” would argue that implementing these programs should not result in losing track of the primary goal (results rather than process). But Gall points out how this subversion becomes inevitable through two of his axioms: 1) “Systems Tend to Expand to Fill the Known Universe” and 2) “Systems Tend to Oppose Their Own Proper Functions, Especially in Connection with the Phenomenon of ‘Administrative Encirclement’ ”(Gall 1977)."

":A complex system designed from scratch never works and cannot be made to work. You have to start over, beginning with a working simple system"

":In setting up a system, tread softly. You may be disturbing another system that is actually working"

":A system can fail in an infinite number of ways"

":A complex system that works is invariably found to have evolved from a simple system that worked"

":• Complex systems usually operate in failure mode"

":• When a fail-safe system fails, it fails by failing to fail safe."

":In complex systems malfunction and even total nonfunction may not be detectable for a long period, if ever"

"Some years ago, many problems encountered by system developers were brought together in a pithy book by John Gall called Systemantics (Gall 1975). The book applies equally to computer systems and to the encompassing systems of coordinated human enterprise. The book's style is droll but its purpose is serious; it should be required reading. Among the many important rules and admonitions the book advances are several worth repeating here for anyone contemplating biodiversity information systems development:"

"The largest building in the world, the space vehicle preparation shed at Cape Kennedy, generates its own weather, including clouds and rain. This and other system principles are explained in a delightful and amusing book by John Gall (1986) entitled Systematics: The underground text of systems lore; how systems really work and how they fail, and is recommended for anyone who designs systems. One can choose to ignore the principles by which systems operate and continue to be puzzled as to why they do not seem to act as we intend, or recognize the principles and thus improve the ability to design systems that work."

"John Gall's Systemantics: How Systems Work and Especially How They Fail has several suggestions from 1975 that are still relevant here:"

":• In general, systems work poorly or not at all."

"But how does it come about, step by step, that some complex Systems actually function? This question, to which we as students of General Systemantics attach the highest importance, has not yet yielded to intensive modern methods of investigation and analysis. As of this writing, only a limited and partial breakthrough can be reported, as follows: A COMPLEX SYSTEM THAT WORKS IS INVARIABLY FOUND TO HAVE EVOLVED FROM A SIMPLE SYSTEM THAT WORKED"

"Gall (1975) mentions numerous examples of malfunctioning systems. For example, at Cape Canaveral there is an enormous hangar that shelters the rockets being constructed. It is so large that it produces its own climate, including clouds and rain. thus, the very structure that is supposed to shelter rockets and people sprinkles them with its own rain."

"Even Toynbee, floundering through his massive survey of 20-odd civilizations, was finally able to discern only that: Systems tend to malfunction conspicuously just after their greatest triumph. Toynbee explains this effect by pointing out the strong tendency to apply a previously successful strategy to the new challenge."

"The field of Architecture has given rise to a second major principle relating to the Life Cycle of Systems. This principle has emerged from the observation that temporary buildings erected to house Navy personnel in World War I continued to see yeoman service in World War II as well as in subsequent ventures, and are now a permanent, if fading, feature of Constitution Avenue in Washington... We conclude: A temporary patch will very likely be permanent."

":• New system mean new problems."

"A system represents someone's solution to a problem. The system doesn't solve the problem."

"Systems Are Seductive. They promise to do a hard job faster, better, and more easily than you could do it by yourself. But if you set up a system, you are likely to find your time and effort now being consumed in the care and feeding of the system itself. New problems are created by its very presence. Once set up, it won't go away, it grows and encroaches. It begins to do strange and wonderful things. Breaks down in ways you never thought possible. It kicks back, gets in the way, and opposes its own proper function. Your own perspective becomes distorted by being in the system. You become anxious and push on it to make it work. Eventually you come to believe that the misbegotten product it so grudgingly delivers is what you really wanted all the time. At that point encroachment has become complete. You have become absorbed. You are now a systems person."