Mastering Complex Projects by radical Rethinking of PM · PDF fileSPM FOUNDATION CONSULT ... Mathematics, Logic: ... 2007- ? Social Systems Project 7 2007- ? Synergy of PM-2 / Mastering

SPMCONSULTFOUNDATION

ICCPM Research Prize 2010

for

Mastering Complex Projects by radical Rethinking of PM

Created by the Team:

Manfred Saynisch, MSPM-Foundation and SPM-CONSULT, Munich, Germany

Thomas Baumann, Orbitak International LLC, Troy, MI 48083, USA

Louis Klein, Systemic Excellence Group, Berlin, Germany

The winning research was presented with following slides at ICCPM's Research and Innovation Seminar on 16-18 August 2010 in Lille, France

24th IPMA World Congress, 1-3. Nov. 2010 in Istanbul, TurkeyCopyright © 2010 by SPM-CONSULT - M. Saynisch

AN


First and foremost I express my warmest thanks

also on behalf of my team,

to the Panel of Judges of ICCPMand Stephen Hayes as well as Christine Levers

for the honoring with „ICCPM Research Prize 2010“.

It has been a property and trend-setting idea, to promote excellent research by ICCPM Research Prize

Manfred Saynisch

Now we will present you

the prize-winning research theme:



1. The Prize-winning Theme:Mastering Complex Projects by radical Rethinking of PM - Outline and Contextby Manfred Saynisch

2. Projekt 7: Mastering Complex Projects with PM-2by Manfred Saynisch

3. Projekt 8: Impact of neuroscience to complex projectsby Thomas Baumann

3. Projekt 9: Designing Social Complexityby Luis Klein

The Steps of our Presentation AN

Copyright © 2010 bei SPM-CONSULT - M. Saynisch


Outline and Context of The Prize-winning Theme


by

Manfred Saynisch,

MSPM-Foundation and SPM-CONSULT, Munich

Head of the prize-winning team

Copyright © 2010 by SPM-CONSULT - M. Saynisch

AN


“Project Management 2nd Order (PM-2)”

as a highlighted result ofthe Research Program shows

•a new paradigm, •but also for the new challenges new solutions

in Project Management

AN

Long Term Research Programme

„Beyond Frontiers of Project Management“

The keys to a new mana-gement understanding are new insights and percep-tion in natural and social science like evolutionary andchaos theory, self-organi-zation or the theory ofcomplex systems,which offer new ways for project management

interdisciplinary study teams have been workingon new cognitions,concepts andrecommendations

The subjects and resultsof the research program were presented in a documentation book


The keys to a new management understanding are new insights and perception in natural and social science

•like evolutionary and chaos theory, self-organization or the theory of complex systems,

which offer new ways for project management

To analyze this was the task of the long term research programme (since 1992)“Beyond Frontiers of Traditional PM”

On the research programme interdisciplinary study teams have been working on these new cognitions, concepts and recommendations

“Project Management 2nd Order”as a highlighted result of the Research Program shows a

•genesis of a new perspective and •Paradigm in Project Management

The subjects and results of the research program were presented in a documentation book.


In the research programme we have reflected and analysed since 15 years• new cognitions and results• of a lot of modern natural and social scientific theories• emerged new “Paradigm” and worldviews.

Our aims: • Relevance by these new sciences on Project Management?• New concepts for implementation of radical new perspectives of PM,

An impression by snap shots:

System and Complexity Sciences:• General-Systems-Theory (v. Bertalanffy, Weiss, Rapoport, Boulding,

Laszlo), 1945-70; • Cybernetic (Wiener, v. Foerster, Ashby, Beer), 1950-70. Systems Dynamic

(Forrester), 1960-1980 • Theory of Complex Systems – Self-organization, Edge of Chaos,

Emergence, Evolution (Santa Fe Institute: Gell-Mann, Anderson, Kauffmann, Langton et.al.), 1985 - 1995

Research Programme - The analyzed Sciences IAN


Life Sciences:• Evolutionary Theory in Biology, Behaviour and Molecular-Physics (Gould,

Mayr, Riedl, Lorenz, Eigen), 1955-80. Classical Evolutionary Theory (Darwin, Lamarck), 19. century

• Grand Evolutionary Systems Theory (Laszlo) 1980 – 1990, • Social and Cultural Evolution (Jantsch, Dawkins, 1975-1985)• Autopoiesis (Maturana, Varela), 1965-80. • Cellular Automata, Artificial Life, Selforganized Criticality (v. Neumann,

Langton, Bak) 1955 – 1990• Brain / Neuronal Research (Edelmann, Singer, Roth) 1980 - 2000• Sociobiology (Wilson) 1975-1985

Physical Sciences:• Nonequilibrium-Thermodynamic, Dissipative Structure (Katachalsky,

Prigorgine), 1960-80; • Synergetic (Haken). 1980 - 1990

Research Programme - The analyzed Sciences IIAN


Research Programme - The analyzed Sciences III

Mathematics, Logic:• Dynamic-Systems-Theory / Chaos-Theory (Thom, Zeeman, Shaw, Abraham), 1970-85; • Mathematics / Logic (Russell, B.; Whitehead, N.), 1910/27; • Dialectical / Transclassical Logic (G. Günther), 1975-1985• Neural Networks / Genetic Algorithms (v. Neumann, McCulloch, Pitts, H Holland,

Rechenberg.), 1970 - 1995Social & Psychological Sciences:

• Systemic Therapy (Watzlawik), 1985-1995,• Social Systems Theory (Luhmann), 1980-1995.

Philosophical Sciences:• Epistemology Theory (Evolutionary) (Riedl, Lorenz, Vollmer), 1970 - 1990• Epistemology Theory (Constructivism), (Bateson, v. Glaserfeld, v. Foerster,

Watzlawik), 1980 – 1995With a few of the outstanding world class researchers of these modern natural and social scientific theories, we have performed personal discussions for validation and transformationaspects of these theories to an approach in management science.

AN


Project 11990-1997

Project 41999-2000

Project 31998-1999

Project 21996-1998

The Steps in the Research Programme to ICCPM PrizeAN


• Project 1:Research for an evolutionary-systemic and cybernetic-systemic PMEvolution 1st and 2nd Order, Self-organization, Autopoiesis , constructivist epistemology, chaos, transclassical logic, etc.

• Project 2:The social, technical and systemic architecture of projects.Self-Reference (Luhmann), sociocybernetic and dual control, morphogenesisof order in networked logical systems

• Project 3:Management-cybernetics in a project and PM.„Viable Systems Model VSM“ of S. Beer

• Project 4:System Dynamics in a project and PM (J. Forrester )


Project 11990-1997

Project 41999-2000

Project 31998-1999

Project 21996-1998

Project 5 2000-2004Documentation Book

Project 6 2003-2006Basics of Project Mgt 2nd Order (PM-2)

(IPMA Research Award 2007)



• Project 5:Synopsis of Projects 1-4 in a Documentation bookSaynisch, M., Lange, D. (Hrsg.): "Neue Wege im Projektmanagement - Ergebnisse aus Forschungsprojekten 1990-2000", GPM-Verlag Nürnberg / Stuttgart 2002. Information for purchasing by: [email protected].

• Project 6:Convergence to a Project Management 2nd Order (PM-2) - Basic Concept.An integrated, systemic and useable reference model of PM for practical approach.


Project 82007- ?

Neuroscience

Project 92007- ?

Social SystemsProject 7 2007- ?

Synergy of PM-2 / Mastering Complexity

Project 7 2007- ?Synergy of PM-2 / Mastering Complexity

ICCPM Prize 2010“Mastery Complex Projects by radical Rethinking of PM”

Project 11990-1997

Project 41999-2000

Project 31998-1999

Project 21996-1998

Project 5 2000-2004Documentation Book



Project 7:Mastering Complex Projects by radical Rethinking of PM

• Structured landscape of principles, methods, processes and implementation aspects

• Synergy-Potential of PM-2, PMBoK, ICB and CSCPM

Project 8Impact of Neuroscience into the project management

Project 9Luhmann's theory of organi-zations as social systems




Project 11990-1997

Project 41999-2000

Project 31998-1999

Project 21996-1998

Generation of numerous single statements for Management of Complexity

Projects 1-4 and 8-9 focalize to the relevance of individual Perceptions of advanced Science Disciplines These Projects generates single Statements to Views, Principles,Methods or Processes for a Management of Complexity.


Project 82007- ?

Neuroscience

Project 92007- ?

Social Systems

Statements Statements

The Context of the Projects in the Research ProgrammeCopyright © 2010 bei SPM-CONSULT - M. Saynisch

AN



Project 82007- ?

Neuroscience

Project 92007- ?

Social Systems

Project 11990-1997

Project 41999-2000

Project 31998-1999

Project 21996-1998

Generation of numerous single statements for Management of Complexity

Statements Statements





Particular results of these projects with their respective limited Scope cannot configure a comprehensive holistic Management System.

Additionally, an Umbrella-Function is necessary, to link all these ResultsTherefore the development of “Project Management second Order (PM-2).”

The Context of the Projects in the Research ProgrammeCopyright © 2010 bei SPM-CONSULT - M. Saynisch

AN


Further Research and TransferGeneration of Framework for Project PractitionerAN

Many deficits in the traditional way of thinking by Practitioners. cause lack of understanding and resistance to adopt new ideas by Practitioners.

Practitioners need to come to new insights about an advanced way of thinking. Bredillet requires the basis on

• inductive knowledge, qualitative paradigm, • constructivist epistemology, speculative thoughts, • nontraditional logic and moving beyond the classical management

perspectiveimportant condition for a subsequent effective knowledge transfer about principles, methods and processes.

Education and training in this context are essential to acculturation!

First and foremost:intensive and new education and training programsReflection of ideas + bodies and schools of thoughts of research program through modern (limbic oriented) change actions



Research program + description of PM-2 = still in a draft state.

We need in future on a partnership basis:• comprehensive and adequately funded research initiative

for extended research and development to come to integrative and practical solutions.

We need • intensive + new education and training programs

Reflection of ideas + bodies and schools of thoughts of the research program.

The ICCPM Research Prize 2010 should be understood as a call-out to begin the discourse to these themes

ANFurther Research and Transfer

Generation of Framework for Project Practitioner


SPMCONSULTFOUNDATION Working conditions – past and future

organizational, environmental, and infrastructural aspects

Research teams independent alliance of more committed scientists, Research program has no formal and organizational annexation to an academic corporation or university.

No external financial support. • All of the expenses and costs are mostly paid personally by the team members. • Work was done parallel or instead of to salary-supported professional work

ANFurther Research and Transfer

Generation of Framework for Project Practitioner


Future aspects following opportunities for institutional linkage are in consideration:• A connection to a German academic organization. • Annexation to

IPMA research domain or to ICCPM with his Focus Groups.

To fulfil requirements of further Research and Transfer to a Framework for Project Practitioner, we need suitable working conditions:

• Attractive conditions of funding and/or salaries• Annexation to an academic organization with capabilities to compile Master or

Doctoral Thesis


Project Management Journal PMJ,

Vol. 41, Nr.2, 21-37, April 2010,

Wiley/PMI USA

Long Term Research Programme

„Beyond Frontiers of Project Management“AN











2. Projekt: Mastering Complex Projects with PM-2by Manfred Saynisch

3. Projekt: Impact of neuroscience to complex projectsby Thomas Baumann

3. Projekt: Designing Social Complexityby Luis Klein

Project 7:

Mastering Complex Projectsby radical Rethinking of PM:

The vital Importance and stringent necessity of Project Management 2nd Order (PM-2)

by

Manfred Saynisch,

MSPM-Foundation and SPM-CONSULT, Munich

AN



Projects are determined by their goalsEvolutionary / self-organizational processes are not determined by goals. They are processes without a specific destination.

For reaching project goals, we need the traditional PMthe cartesian-newtonian logic,

For mastering various barriers in the complex flow of a project,we need

the management of complexity, the evolutionary and self-organizational principles.

A well balanced interaction of traditional PM and the management of complexity,

is the message of Project Management 2nd Order

The Basic Concept of PM 2nd Order ICopyright © 2005 by SPM-CONSULT - M. Saynisch

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RESULTSProject-Closing

Project-/Product-ProcessesConfiguration and Realization of Project-Object / Product

Project-Executing and Expiration - Project-Dynamic

IDEAProject-Initiating

WORLD 2 - Complexity ManagementCybernetic 2nd Order – Dynamic - CatalystSystemic-evolutionary – Self-organizationEmergence - InstabilityTransklassical Logic

WORLD 1Traditional Project Management

Cybernetic 1st Order - Command +Control Hard Reality –Plan / Actual– Hard Acting

Two cybernetic cyclesnavigate andcontrol this project-process

The Basic Concept of PM 2nd Order II


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The Basic Concept of PM 2nd Order II


AN




Two cybernetic cyclesnavigate andcontrol this project-process

For differentiation of traditional view and new complexity view of PM

the following feature of paradigm are most important

Traditional New complexityCybernetic 1. Order

(Observer out of system)Cybernetic 2. Order

(Observer inside system)Classical Logic Transclassical Logic

Allopoiesis (Maturana) Autopoiesis (Maturana)

Order Edge of Chaos

Cartesian / Newtonian / Enlightement

modern sciences (e.g. Quantum Physic)









1. cycle = traditional management approach, 2. Control = logic of cybernetic 1st Order

(observer / manager inside of the system) (N. Wiener)3. Basis = classical logic (since Aristoteles)

or bivalent logic

The Basic Concept of PM 2nd Order III


AN








AN




1. cycle = complexity management approach, 2. Basis = multi-valent or transclassical logic

(G. Guenther)3. Control = logic of cybernetic 2st Order

(observer / manager outside of the system) (v. Foerster)








AN




1. cycle = traditional management approach, 2. Control = logic of cybernetic 1st Order

(observer / manager inside of the system) (N. Wiener)3. Basis = classical logic (since Aristoteles)

or bivalent logic

1. cycle = complexity management approach, 2. Basis = multi-valent or transclassical logic

(G. Guenther)3. Control = logic of cybernetic 2st Order

(observer / manager outside of the system) (v. Foerster)

PM-2 represent a • „dual and complementary cybernetic cycle“ principle.• well balanced Coexistence of Traditional and Complexity


WORLD 3Collaborators / Persons

Behaviour – Project-culture

WORLD 4Foundations

Ways of Thinking

SystemicViews

NetworkingCircular

Processes







Copyright © 1998/2004 by SPM-CONSULT - M. Saynisch


The Architecture-Model of „Project Management 2nd Order (PM-2)“AN


The complete•systemic structure- and process-model of PM-2

will be now described in this FigureThe architecture of the systemic structure consists of four worlds. The first 2 worlds of direct control

•The WORLD 1 + 2I have already explained in the last sheets.They will completed by further 2 worlds of infrastructure

WORLD 3 is the universe of human behaviour. •The ICB-3 Behavioural Competence Elements, act in this world.

• ways of thinking, • systemic views and networking • Foundations,• contextual elements, are important aspects of the universe of WORLD 4.

The Architecture-Model of „Project Management 2nd Order (PM-2)“



Competency Standard ICCPM

Multi-Project at Edge of Chaos

Integrationof Projects

D

C

B

A

IPMA

Tech

nica

l Com

pete

nces

Beh

avio

ural

Com

pete

nces

Con

text

ual C

ompe

tenc

es

A, B, C, D = IPMA Level

Focus on Integration in Transition

1


Single ProjectPMI PMI

OM

P3

PMB

oK –

9 El

emen

ts

Prog

r./Po

rtfo

lio M

gt.

P2MAN

The integrator + Umbrella Function of PM-2 I


In this Fig. I explain the rule of PM-2as an Integrator and Umbrella of the several Aspects of

•Traditional PM , like IPMA and PMI Standards and •Management of Complex Project

These 3 yellow columns represents the IPMA´s ICB 3 with the Technical, Behavioural and Contextual Elements.It shows also the IPMA´s certification Levels A to D

These three green columns represent the PMI-Standards:• PMBoK, OMP3 and Program /Portfolio Mgt.

These Elements of IPMA´s and PMI´s Standards focussed to a single Project

And these three Elements focus to the Integration of Projects.This red field is the

•Complex Project Managers Competency Standard and the green field left represents the

•Project and Program Management at enterprise level,

And this circle represents P2M, the enterprise innovationCopyright © 2009 by SPM-CONSULT - M. Saynisch

The integrator + Umbrella Function of PM-2 I


Competency Standard ICCPM

Multi-Project at Edge of Chaos

Integrationof Projects

D

C

B

A

IPMA

Tech

nica

l Com

pete

nces

Beh

avio

ural

Com

pete

nces

Con

text

ual C

ompe

tenc

es


Single ProjectPMI PMI

OM

P3

PMB

oK –

9 El

emen

ts

Prog

r./Po

rtfo

lio M

gt.


WORLD 3Collaborators / Persons

Behaviour – Project-culture

WORLD 4Foundations

Ways of Thinking

SystemicViews

NetworkingCircular

Processes


Cybernetic 1st Order - Command+Control Hard Reality –Plan / Actual– Hard Acting

Project-/Product-ProcessesConfiguration and Realization of Project-Object / ProductProject-Executing and Expiration - Project-Dynamic



WORLD 2Complexity Management

Cybernetic 2ndOrder – Dynamic - CatalystSystemic-evolutionary – Self-organizationEmergence - InstabilityTransklassical Logic

PM-2

P2MAN

The integrator + Umbrella Function of PM-2 II


Now I will explain the context of PM-2 to •the Standards of PMI as well as IPMA and• the concepts of Complexity Managementfor single Projects and Project oriented Companies

WORLD 2, the Complexity management of the PM-2 corresponds primary and intensively with the Complex Project Managers Competency Standard.Also WORLD 3 and 4 shows some weak relations to this Standard. WORLD 1, the traditional PM corresponds primary and intensively with the PMBoKand the technical competences of ICB3. These relationships of WORLD 1 and 2 deals with direct control of the Project ProcessesWorld 3 corresponds primarily with the behavioural competences of ICB3.

Furthermore WORLD 4 is related with •OMP3, Program /Portfolio Mgt,•the contextual competences of ICB3.• the Project and Program Management at enterprise level, the P2M


The integrator + Umbrella Function of PM-2 II

SPMCONSULTFOUNDATIONFOUNDATION

Further research for PM-2 : • An integration approach of the PM-2 concept with the conceptual model

of Project and Program Management at enterprise level,the P2M conception

• A comprehensive and integrated system of the principles, methods, and procedures in World 2’s respective management of complexity,

Transfer into Practice:• Publications (for example: book, articles, conference contributions)• Workshops• Integration into existing curricula of education and training • Pilot-Projects with industrial partners

Further Research and Transfer into PracticeCopyright © 2010 by SPM-CONSULT - M. Saynisch

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SPMCONSULTFOUNDATIONFOUNDATION

To promote excellent research & development to enhance Project Management, I have established a foundation:

Manfred Saynisch Foundation of Project Management

(MSPM-Foundation)

MSPM-Foundation is first foundation for Project Management in Germany and Europe.Aims of the MSPM-Foundation are primarily promotion of new perspectives in PM

FOUNDATION


ANFurther Research and Transfer into Practice


Project Management Journal PMJ,

Vol. 41, Nr.5, 4-20, Dec. 2010,

Wiley/PMI USA

„Project Management 2nd Order (PM-2)“AN


These are the challenges for our future.

Thank you very much

for Attention


Dipl.-Ing. Manfred Saynisch

General ManagerSPM-CONSULT - Systems und Service in Project Management

CEO of MSPM-Foundation for Project Management

Dueppeler-Str. 19, 81929 Munich / GermanyTel: ++49-(0)89-93 93 09 51;

E-Mail: [email protected]@mspm-stiftung.de

http://www.mspm-stiftung.de

mailto:[email protected]









Project 8:Transfer of neuroscience knowledge into the field of project

management

byThomas Baumann

ICCPM – research conference – Lille, August 2010

Seite 2 17..August 2010

History

Neuroscience and brain research today many discussions and interpretations


History

comparable similar discussion of the modern physic – hundred years ago


History

On the one hand - partly high intensive debatesOn the other one – transfer in many areas is already in progress.

Today transfer of results

jurisprudence impacts of non existing freedom of will individual guilt and (international) criminal law

Armed forces

medicine


History

Today transfer of results On the one hand - partly high intensive debatesOn the other one – transfer in many areas is already in progress.

Armed forces transfer of results interface brain/ computer for brain driven remote control of precision weapons


History

On the one hand - partly high intensive debatesOn the other one – transfer in many areas is already in progress.

Today transfer of results

medicine transfer of brain functions to „Neuroprosthetic“

new psychopharmacological drugs to improve intelligence, concentration,..


History

Impact and transfer option from neuroscience to project management

First contact to leading neuro scientists in Germany

WC, New-Delhi, India ( decision making and behavior change)

First training classes for (project) manager

Knowledge transfer, IQ vs. expertiseANS conference (conflict competence_

2nd – KSF decision making in complex systems)

human and project reward systems

partnership of organizations


1Human principles of decision making, behavior (changes) , reward & motivation

Impact and importance of the three limbic levelssystemThe principles of the human reward system (mesolimbic, opiois/opamin)Neurosience, psychodiagnosic –OPD (classification of mental behavior by using fundamental psychodynamic dimensions (interpersonal relation, conflict, structure )

Overview about the research and transfer areas



2Organization and connectivity of the human brain

Brain organization within (super) modules , ensemble coding of neuronsBrain optimization of planning and interaction routines (energy, optimized cortical, conscious, subcortical unconscious)



3Knowledge creation and learning within the human brain

Creation of domain thinking within the experts brainMechanism and effects of longtime knowledge creation and learning processes in the brain (how memory is encoded in the brain's neuronal circuits)


Correlation and connection to the two other groups

Designing Social Complexity (Project 9)

Mastering Complex Projects with PM-2 (Project 7)

Human principles of decision making, behavior (changes) , reward & motivation

Organization and connectivity of the human brain

Knowledge creation and learning within the human brain

WORLD 3 WORLD 4 WORLD 2

Collaborators / Persons Ways of thinking Complexity Management

Transfer of neuroscience knowledge into the field of project management (Project 8)


Overview about the transfer options

1

2

3

Human behavior (changes) , reward & motivation, cooperation

Organization and planning on projects

Knowledge transfer, career paths

Vertical, hierarchical structures only in simple projects linear processes (brain)Complex projects: may need new organizational, decision and leading structures –coexistence from horizontal & vertical and parallel & hierarchy

Definition of modern HRS harmonized (project )reward and incentive systemImprovement of change management success (methods, …) through modern (limbic oriented) change actionsModern personal assessment methods, new cooperation principles

Incorporation into PM-qualification & training and training assessmentExpertise generation through smart Knowledge enhancement new discussion and understanding

Progress


Transfer status of practicioner transfer

1Human behavior

3 Knowledge transfer, career paths

New career path pilots (GER/ US)


Future steps

Result integration/ consolidation

Integrated specified research

Enhanced Transfer into PM -practice

•Research board•Consolidation suggest•University lead

•Initiation of research progr.

•Focus groups •Integration in research progr.

•Embedded research roadmap/ projects & funding

•University lead (cooper.)

•Integration in research progr.

•Focus group projects

•Books, articles, workshop•Integration into curriculum•Integrated projects with industrial partners

•Pilots and projects

•Integration into curriculum


Thomas BaumannGeneral Manager

Orbitak International LLCCertified Project Management Trainer Level D-A, IPMA

Member of the board of trustee of the GPM e.V., German Project Management Society

350 Stephenson Hwy. Suite 301Troy, MI 48083

USATel./ Fax + 1 248 723 7180

cell. + 1 248 701 4625mob. +49 170 9352 470

mailto: [email protected]



1. The Prize-winning Theme:Mastering Complex Projects by radical Rethinkingof PM - Outline and Contextby Manfred Saynisch






Systemic Excellence Group 201011

Project 9

Designing Social Complexity –

Towards a next practice of complex project management based on a comprehensive Theory of Social Systems TSS

Dr. Louis Klein

ICCPM Research Prize 2010

Systemic Excellence Group 201022 2Systemic Excellence Group 201022

Case for action

Projects fail or succeed on the human side,

or

there are things which tend to escape the planning.


Field research

Complexity

- Refers not only to the increasing complexity on the technical side but

- Refers foremost to the social side of projects and

- Cannot be dealt merely with technically


Status

In mainstream project management social, cultural and political complexity is not accounted for

- Project complexity is dealt with technically (engineering, legal, etc.)

- PM deals with social phenomena mainly reactively


Discourse analysis

Predominant project management suffers from a lack of concepts that allow effectively dealing with social and cultural complexity

- Technocratic approaches

- Concepts of unity

- Issues of social and cultural complexity are treated reactively


Challenge

Knowledge around and of dealing with social complexity should be a core area of project management.

To build this kind of socio-cultural knowledge a theoretic approach is needed that is able to

- understand the logic of social systems and thus

- build an active or pro-active approach to deal with the emergence of social systems


Challenge

There is a need to shift to a proactive management and design of social complexity

- We need a comprehensive theory to account for social complexity

- We need to device a capable practice of managing and designing social complexity


Theory of Social Systems

A systems approach to social complexity based on a multiplicity of mutually enforcing theories

- Autopoiesis (Humberto Maturana, Francisco Varela)

- Cybernetics (Heinz von Foerster, Ludwig von Bertalanffy)

- Constructivism (Gregory Bateson, Paul Watzlawick)

- TSS - Theory of Social Systems (Niklas Luhmann)

http://www.google.de/imgres?imgurl=http://gallery.techarena.in/data/504/medium/Pro_Evolution_Soccer_2009.jpg&imgrefurl=http://forums.techarena.in/video-games/990585.htm&usg=__VSLUnVQjfbALWAs9SNpa7kJjL7k=&h=444&w=700&sz=228&hl=de&start=58&itbs=1&tbnid=BG344I7QKIVb2M:&tbnh=89&tbnw=140&prev=/images%3Fq%3Dsoccer%26start%3D54%26hl%3Dde%26sa%3DN%26gbv%3D2%26ndsp%3D18%26tbs%3Disch:1



A logic of social systems

A social system is constantly processing distinctive operations (communication) through which it distinguishes itself from the environment

- Non-trivial and complex

- Based on repeating and interconnecting communication

- Operationally closed

- Self-referential

- Autopoietic


Theory of Social Systems

Understand the “people side” of projects

TSS by Niclas Luhmann provides a profound basis for

- understanding social and cultural complexity

- deriving methods, models and instruments which are able to cope with systemic complexity and the dynamics of social systems

- substantially improving project management performance and venturing towards a next practice of project management




Social systems

Social systems create themselves and their own logic and dynamics (autopoiesis), which is not the sum of individuals logic or derived from the outer context

- non-trivial

- complex

- have self-reinforcing tendencies

- realise gains of emergence


Organizations: networks of decisions

The most important social systems regarding project management are organisations. From TSS perspective an organisation

- is a series of specific distinctive operations processed in communication as decisions through which it distinguishes itself from its environment

- is not defined by objectives, staff, assets, etc., but

- is defined by its borders, i.e. decisions on what belongs to it and what doesn’t


A logic of constitutive distinctions

The „logic of entity“ is replaced by a „logic of constitutive differences“

- exploring and exploiting distinctions as fundamental forms

Thinking of projects as distinctions

- organisationally, in time, thematically

- a project has a complex identity, made up of a multitude of borders, decisions on in-out, emerging from the project managers dealings with the various stakeholders


Thinking of projects as distinctions

Determining projects by constitutive differences, not given attributes

- Temporary rather than permanent

- Thematically focused rather than generalist

- unique rather than routine

- horizontal rather than vertical

Question: How does project management maintain these distinctions?


Increasing complexity

Each system that increases its social and cultural complexity gains a sustainable competitive advantage

- Enhancing internal complexity opens up possibilities for a richer perception, judgement and behaviour of social systems dealing with social and cultural complexity (Ashby’s Law)


An active or pro-active approach towards social and cultural complexity will be grounded on negotiations to provide a meaningful context for the social system’s development

- Managing inner social complexity: by leadership and orchestrating resources

- Managing outer social complexity: stakeholder management and embeddedness

Managing inner and outer complexity of any project


The role of the project manager

The role of the project manager: focus on systemic essentials

- From agreed documents to expectation management

- Balance the project as a super-individual endeavour: organise the parallelism of the organization and the individuals

- Focus on decision-making processes


Focus on decisions

Decision-making processes as the most important phenomena within projects and contexts

- Central processes to shape a project

- Preparation of decisions

- Construction of alternatives

- Paradigmatic embedment of decision-making processes

- What logics do apply?

- What methods, models and instruments are in use?


Further research

Research programme: Cross-Cultural Complex Project Management (CCCPM)

- Cross-cultural: inter-cultural and intra-cultural relations (Social sciences and cultural science)

- Complex: interactions and sensemaking (systems sciences and complexity sciences)

- Project management: practical relevance and solution orientation

www.cccpm.net


Ecology of Paradigms

Paradigm thinking enables a social systemic referencing of different communities of practice

- Great variety of diverse paradigmatic alignments

- Different versions and variations of co-operation and co-existence

- Competitive thinking and comparing different social designs


Competitive Social Design

Competitive advantages through social technology leadership

Social design

- Relates to a set of methods, models and instruments

- Is always contingent

- Reminds us of making shaping decisions

- Opens realms of possibilities (degrees of freedom)

- Refers to responsibilities (because degrees of freedom are realised that could be otherwise)


Social Innovation

Great innovation gains can be found primarily in the configuration of co-operation contexts

- Increasing importance of social innovation to meet the challenges of profound social and organisational changes

- Shift from technology innovation paradigm towards social innovation

- Innovation of social practices

- Analyzing and shaping social innovation


Thank you for your attention!

Systemic Excellence GroupIndependent Think Tank for Leading Practice

Dr. Louis [email protected]

Marienstraße 2010117 Berlin-Mitte

www.SEgroup.de

http://www.segroup.de/

Documents

Mastering Complex Projects by radical Rethinking of PM · PDF fileSPM FOUNDATION CONSULT ... Mathematics, Logic: ... 2007- ? Social Systems Project 7 2007- ? Synergy of PM-2 / Mastering