1. Finding the Fix that Fits: Human Systems Dynamics at Work January 9, 2008 Adaptive Action Glenda H. Eoyang, Ph.D. geoyang@hsdinstitute.org January 2008 1 © 2007. Human Systems Dynamics Institute.

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 GymnasticsFebruary 20, 2008  Session 5. Seeing and InfluencingMarch 5, 2008  Session 6: Shaping PossibilitiesApril 16, 2008 2

3. Today we will.... Explore two more common characteristics of complex, chaotic systems: Self-organizingCoupling Butterfly EffectsFractals BoundariesAttractors Feedback Understand a map of three different dynamics. Use the map to plan your adaptive actions. 3

4. 4 Your Guide... Glenda Eoyang Glenda H. Eoyang, Ph.D. geoyang@hsdinstitute.org Adaptive Action  Necessity was the mother of invention for HSD.  One of our simple rules at the HSD Institute is “Search for the true and the useful.”  This is a field that makes more sense in practice than in theory—at least right now.  In complex systems, you sometimes have to act your way into understanding. Adaptive Action Will Help

5. Fingerprints of Chaos Self-organizing Butterfly Effects Boundaries Feedback Coupling Fractals Attractors 5 Where and how do you see these fingerprints in your work?

6. Your Assignment (if you choose to accept it) Select one of the fingerprints. Keep a diary of where and how you recognize it in your personal and professional situations. Take at least one intentional action to respond to the fingerprint. Be prepared to share your observations with us on the community site or at the next session. 6

7. Fingerprints of Chaos Self-organizing Butterfly Effects Boundaries Feedback Coupling Fractals Attractors 7 What can you DO about them? Where and how do you see the fingerprints in your work?

8. Fractals Repeating self-organizing cycles generate similar patterns across levels. 8

9. Fractals Similar patterns appear at multiple levels. Short list of simple rules establish self-similar processes and products across scales. Fractal patterns give coherence in chaotic systems. 9

10. Tips for Fractals Find and name the systemic patterns. Again, no naughty or nice. Let patterns at one scale inform you about other scales. Shorts and simples help generate coherence in the midst of diversity. Intervene at the scale you can reach, and look for transformations at other scales, too. Be aware of the patterns you are replicating. 10

11. Fractals Vulnerable Adults Disruption in clients’ lives are often reflected in dynamics of service agencies. Needs of clients reflect social and economic ills. Cultures of agencies show up in multiple ways: CorrectionsFinancial workers EducatorsSocial workers Computer systems tend to replicate patterns within and disrupt patterns between. Rules are many and complicated rather than short and simple. 11

12. Fractals Action for Vulnerable Adults Shorts and simples might establish coherence across diverse populations, programs, and institutions. Working teams must establish norms of action to support their own coherent action. State-wide culture of concern for the disadvantaged may inform and empower the work. Open and respectful stance of facilitator and project leadership will constrain dynamics. 12

13. Fractals What are your examples and questions? 13

14. Attractor Patterns Over time, stable patterns shape system dynamics. 14

15. Attractor Patterns System-wide patterns that indicate the dynamical trends of change in a system through time. Four attractor patterns:  Random—no discernible pattern of change (people milling about)  Point—all change tends toward a single point (staff at quitting time)  Periodic—same pattern is repeated over and over at equal intervals of change (budget cycles)  Strange—coherent but unpredictable and non-repeating patterns within a bounded space (teen births/day in Texas) 15

16. Tips for Attractor Patterns The attractor is NOT the thing that attracts. It IS the system-wide pattern that results from the dynamics. Practice seeing and moving with them. Introduce another attractor pattern to shift an old one. Often you see the pattern before you see what “causes” it. Multiple attractor patterns can exist in the same system at the same time. 16

17. Attractor Patterns Vulnerable Adults Random attractor patterns Clients:Plans, crisis, violence, system intervention Projects:Media attention, economic changes, personal reactions Point attractor patterns Clients: Jail, death, ill health, poverty Projects: Outcome measures, end dates, vocal leaders, goals Periodic attractor patterns Clients: Treatment, biological cycles, seasons Projects: Budgets cycles, political winds, meetings Strange attractor patterns Clients: Addiction, peer group, belief, personality, relationships Projects: Success, solution, policy, political compromises 17

18. Attractor Patterns Action for Vulnerable Adults Random attractor patterns Storytelling, personal relationships prior, environmental scan Point attractor patterns Current benefits projects, outcomes, goals, governor’s focus Periodic attractor patterns Scheduled meetings, synch with legislative cycle, work through winter in Minnesota Strange attractor patterns Health and wellbeing of target population, integration of funding and service delivery systems 18

19. Attractor Patterns What are your examples and questions? 19

20. Fingerprints of Chaos Self-organizing Butterfly Effects Boundaries Feedback Coupling Fractals Attractors 20 What can you DO about them? Where and how do you see these fingerprints in your work?

21. What can you do? Remember the Pattern Forming Process:  What?  So what?  Now what?

22. 22 So what? Now what? Actor PatternsBehaviors Environment What?    Tools How can sticky issues be shifted? Adaptive Action Cycle Patterns Same/different CAS Adaptive Action Landscapes CDE Model Others... Org Development Human Resources Human Systems Dynamics (HSD)

23. What can you do? Remember the Pattern Forming Process:  What?  So what?  Now what? See patterns for their dynamics. Take action to shift the dynamics. Begin again! The Landscape Diagram is one way we see and influence patterns.

24. 24 Landscape Diagram Know When Your Changes Are In the Zone of Self-Organizing Landscape Diagram Know When Your Changes Are In the Zone of Self-Organizing Certainty Agreement Close to Far from Close to Organized Unorganized

25. Questions for your Landscapes Which dynamic is predominant in my team, organization, or industry? Where am I most comfortable? How easy to I (we) find it to move from one dynamic to another? How do we encourage and reinforce each one of the dynamics in our organization? How do we discourage or resist each of the dynamics in our organization? Where am I now? Where do I want to be? How do I get there? 25

26. 26 Landscape Diagram Know When Your Changes Are In the Zone of Self-Organizing Landscape Diagram Know When Your Changes Are In the Zone of Self-Organizing Certainty Agreement Close to Far from Close to Organized Unorganized Where are you now? Where do you want to be? How do you get there?

27. 27 Adaptive Action: Move Up and Right Adaptive Action: Move Up and Right Certainty Agreement Close to Far from Close to Less focus Less focus More people More people Wider scope Wider scope Larger space Larger space More diversity More diversity Looser connections Looser connections Less reinforcement Less reinforcement Less frequent contact Less frequent contact Longer time Longer time

28. 28 Adaptive Action: Move Down and Left Adaptive Action: Move Down and Left Certainty Agreement Close to Far from Close to More focus More focus Fewer people Fewer people Narrower scope Narrower scope Smaller space Smaller space Less diversity Less diversity Tighter connections Tighter connections More reinforcement More reinforcement More frequent contact More frequent contact Shorter time Shorter time

29. Put it to work... What is a situation you currently face? Where is it on the landscape? Where would you like it to be? How might you take action to move it there? Act and start again... That is Adaptive Action!

30. Today we have.... Explored two more common characteristics of complex, chaotic systems: Self-organizingCoupling Butterfly EffectsFractals BoundariesAttractors Feedback Understood a map of three different dynamics. Used the map to plan your adaptive actions. 30

31. Your Assignment (if you choose 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 of the parts of the map. 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. 31

32. 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 32

33. 33 THANKS! HSD in Action means that you can AND