© Dr Kelvyn Youngman, Apr Systems & Structure Let’s start by looking at a part of a system; it’s composed of two individuals, Bob and Sue … SueBob

© Dr Kelvyn Youngman, Apr Systems & Structure … and they are part of a production department or a project team SueBob Department/Team

© Dr Kelvyn Youngman, Apr Systems & Structure Or they could be members of a sports team if that is more familiar to you SueBob Department/Team

© Dr Kelvyn Youngman, Apr Systems & Structure We recognise that there is often a synergy between members of a team such that a team member’s output exceeds that of the individual member in isolation SueBob Department/Team Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure There is an interrelationship that comes about from working together such that Sue’s skills enhances Bob’s work and Bob’s skills enhances Sue’s work … SueBob Department/Team Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure … even though they may be skilled in very different domains SueBob Department/Team Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure And although each member is a discrete, disparate, individual, forming an aggregate collection of people in an unstructured team … SueBob Department/Team Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure … their individual output is structured and transformed by their interdependency, their interrelationship, with each other SueBob Department/Team Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure The interrelationship is irreducible, we don’t know where it starts or where it leaves off, it is subconscious, taken for granted, mostly tacit rather than explicit SueBob Department/Team Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure SueBob Department/Team Synergy We can easily swap people in or out, but to do so changes the interrelationships, it changes the output – often in a way that we can not tell

© Dr Kelvyn Youngman, Apr Systems & Structure Moreover, the output of the whole team is a synergy of all of the interrelationships between all of the members of the team SueBob Department/Team Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure So, now, let’s also consider Jan and Max; two more individuals … SueBob Department/Team JanMax Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure … and as you may have guessed, arising from a different production department or a different project team SueBob Department/Team JanMax Different Department/Team Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure And once again there is a synergistic relationship between the members of the team, but there is something more than that too … SueBob Department/Team JanMax Different Department/Team Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure … there is now, also, an interrelationship between these two departments or teams as well … SueBob Department/Team JanMax Different Department/Team Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure … and that in turn gives rise to a further synergy at the level of the firm or of the project SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure The synergy that arises is emergent from the integration of the parts SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure The whole has properties that none of the parts have, and the parts acquire properties that they do not have in isolation SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure The synergy is contingent upon the potential within the parts and it is contingent upon their past SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure The integration of the parts arises from the transformation from unstructured and independent individuals to their structured and interdependent work SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy Interrelationships are interdependencies

© Dr Kelvyn Youngman, Apr Systems & Structure Now be careful! There are two domains operating in the same space and we tend to confuse these – and ourselves in the process SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy

© Dr Kelvyn Youngman, Apr Systems & Structure One domain, the domain of independence, is the domain of the whole SueBob Department/Team JanMax Different Department/Team Firm/Project Independence

© Dr Kelvyn Youngman, Apr Systems & Structure It is also the domain of simplicity; as we move closer and closer towards the integrative whole two things happen … SueBob Department/Team JanMax Different Department/Team Firm/Project Independence & Simplicity Independence & Simplicity Independence & Simplicity

© Dr Kelvyn Youngman, Apr Systems & Structure … firstly the whole is more and more comprehensive, it encompasses more and more things … SueBob Department/Team JanMax Different Department/Team Firm/Project Independence & Simplicity Independence & Simplicity Independence & Simplicity

© Dr Kelvyn Youngman, Apr Systems & Structure … secondly the time span becomes longer and longer, the short-term is replaced by the intermediate-term, which is replaced by the longer-term SueBob Department/Team JanMax Different Department/Team Firm/Project Independence & Simplicity Independence & Simplicity Independence & Simplicity

© Dr Kelvyn Youngman, Apr Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Independence & Simplicity Independence & Simplicity Independence & Simplicity The net effect is, that within the encompassing whole, cause and effect is pretty much local, it is within the time span of control, and it is linear

© Dr Kelvyn Youngman, Apr Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Independence & Simplicity Independence & Simplicity Independence & Simplicity It is simple in other words

© Dr Kelvyn Youngman, Apr Systems & Structure The other domain, the domain of interdependence, is the domain of the parts SueBob Department/Team JanMax Different Department/Team Firm/Project Interdependence

© Dr Kelvyn Youngman, Apr Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity & Interdependence Complexity & Interdependence Complexity & Interdependence It is also the domain of complexity; as we move further and further away from the integrative whole two things happen …

© Dr Kelvyn Youngman, Apr Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity & Interdependence Complexity & Interdependence Complexity & Interdependence … firstly each part is less and less comprehensive, it encompasses fewer and fewer things …

© Dr Kelvyn Youngman, Apr Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity & Interdependence Complexity & Interdependence Complexity & Interdependence … secondly the time span becomes shorter and shorter, the longer-term is replaced by the intermediate-term, which is replaced by the short-term

© Dr Kelvyn Youngman, Apr Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity & Interdependence Complexity & Interdependence Complexity & Interdependence The net effect is, that within the limiting part, cause and effect now becomes distant in time and place and less and less linear

© Dr Kelvyn Youngman, Apr Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity & Interdependence Complexity & Interdependence Complexity & Interdependence It becomes complex

© Dr Kelvyn Youngman, Apr Systems & Structure It seems that we have a two-way street; on the one hand we have an emergent simplicity or synergy that we do want … SueBob Department/Team JanMax Different Department/Team Firm/Project Emergence & Simplicity Emergence & Simplicity Emergence & Simplicity

© Dr Kelvyn Youngman, Apr Systems & Structure … and on the other hand; we also seem to have a perplexing and submergent complexity that we do not want Part Department/Team Part Different Department/Team Firm/Project Emergence & Complexity Emergence & Complexity Emergence & Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure So, let’s have a closer look at this thing that we call complexity SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure It comes in two flavours – dynamic complexity and detail complexity, although they are really just different aspects of the same thing SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure What if Bob’s work is essentially first, then he hands it over to Jan, and Jan to Sue, and Sue to Max; this is the dynamic complexity SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure We say that it is complex because effect is not experienced at the same time nor in the same place as the cause – and usually it is non-linear too … SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure … for example what if Sue is working on another urgent job when the work comes to her from Jan – ever seen that happen? SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure Or Jan was late, and Sue was waiting, so she started something else SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure Now, what if Bob makes an “error” which is not picked up until it gets to Max – that’s not entirely unheard of either – right? In fact this is detail complexity SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity We say that it is complex because effect is at the end, cause is at the start, and it is non-linear because all hell is about to break loose!

© Dr Kelvyn Youngman, Apr Systems & Structure Detail and dynamics are always interrelated; by analogy, the ingredients selected in a recipe determine the type of cooking method required … SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure … and vice versa the cooking method selected will determine the type of ingredients that are required SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure So we have a paradox; the transformation via interdependency gives us both synergy which we want and complexity which we don’t want SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy Complexity Synergy Complexity Synergy Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure But it is worse than that too … SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy Complexity Synergy Complexity Synergy Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure … we actually destroy our emergent synergies and we enhance the submergent complexity – all with the very best of intents! SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy Complexity Synergy Complexity Synergy Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure How on earth is it that do we do that? SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy Complexity Synergy Complexity Synergy Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure Well, we see ourselves as individuals, and quite naturally also as independent wholes, rather than as the interdependent parts of a larger whole SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy Complexity Synergy Complexity Synergy Complexity

© Dr Kelvyn Youngman, Apr Systems & Structure The consequence is that we begin to try to break apart and to better understand the wholes which we should have realised are in fact irreducible SueBob Department/Team JanMax Different Department/Team Firm/Project Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Waste Capacity Waste Capacity Performance Deconstruction We look for waste to reduce rather than for emergent capacity to create …

© Dr Kelvyn Youngman, Apr Systems & Structure Cost Cash Inflow Cost Cash Inflow Performance Deconstruction … or we look for costs to reduce rather than ways to improve cash inflow …

© Dr Kelvyn Youngman, Apr Systems & Structure Efficiency Effectiveness Efficiency Effectiveness Performance Deconstruction … or we look at our local efficiency rather than our overall effectiveness

© Dr Kelvyn Youngman, Apr Systems & Structure Efficiency Effectiveness Efficiency Effectiveness Performance Deconstruction In fact there is no end to this deconstruction as we move our attention from the parts to the subparts, ISO 9000, make-work, and economic stagnation

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Deconstruction In our efforts to deconstruct our problem into smaller and smaller and more and more understandable parts we seek to ultimately optimize every part

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize However the outcome is to sub-optimise the whole! Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize For example; when we optimise security around each local condition we sub-optimize the security of the whole upon which our security depends … Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize … or when we optimise safety time around each local condition we sub-optimize the safety-time of the whole and most things are late … Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize … or when we optimise accounting “profit” for each local condition we sub-optimize the overall profit of the whole system upon which we depend Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize We isolate ourselves in silos instead of interacting with each other Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize We compete with “them” rather than collaborating – even though they are on “our” side Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize When we operate in this manner we increase the submergent complexity and we destroy the emergent synergy – the inherent simplicity Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize Because this is so “normal” we are hardly even aware of the fact Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize Construction Deconstruction We need to construct a whole from the parts, not deconstruct the parts from the whole Construction Deconstruction Construction Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize We need to learn to search for the emergent whole of which we are a part, and not the subsidiary parts of which we are the whole Construction Deconstruction Construction Deconstruction Construction Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize Instead of spiralling in and downwards with analytical precision, we must spiral out and upwards, the radius of the turns increasing as the spiral rises Construction Deconstruction Construction Deconstruction Construction Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize We should be searching for ever better integration of the parts; through novel rearrangement of existing ones and the discovery of unexpectedly new ones Construction Deconstruction Construction Deconstruction Construction Deconstruction

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize Construction Deconstruction Construction Deconstruction Construction Deconstruction How then do we do that?

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize Well, in a word or two – we must search out for the common good Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize Common good is the key that allows for structural interdependency to operate in a self-regulating manner Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize The system is then able to operate under the dual authority of the whole and of the parts; they inform one another Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Optimize Sub-optimize Optimize Sub-optimize Now let’s see if we can use this to extract ourselves from our sub-optimization Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Part Whole Rate LimitingPart Rate Limited Common Good In any social-systemic or socio-economic system there will be, for any number of reasons, such as incremental capacity issues, a rate limiting step …

© Dr Kelvyn Youngman, Apr Systems & Structure … a constraint … Part Whole ConstraintPart Constrained Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure … such that as a team we can never run faster than the slowest member and we have a chain of performance from the slowest part to the larger whole Part Whole ConstraintPart Constrained Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure … this can be either concrete or it can be abstract Part Whole ConstraintPart Constrained Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Everything else, 3/4 of the parts in this simple illustration, and more like 19 out of 20 in real life, are non-constraints and they are non rate-limiting Non-constraint Non-constrained ConstraintNon-constraint Constrained Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure We have to exploit the optimality of the singular rate-limiting step in order to exploit the optimality of the larger whole … Non-constraint Non-constrained OptimizeNon-constraint Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure … think about it, we have to optimize just one thing Non-constraint Non-constrained OptimizeNon-constraint Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Not everything, just one thing Non-constraint Non-constrained OptimizeNon-constraint Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure But we do have to super-optimize everything else Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Not optimize, but super-optimize, in fact they are already so, but we must continue to maintain and to improve upon this Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Can you see how much this is contrary to our deconstructionist proclivities? Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure These parts must self-regulate, subordinate, to the optimal rate, even though they can do much better Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good This self-regulation drives a number of non-intuitive outcomes

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good They are non-intuitive because of our lack of expertise with interdependency and our all too common and erroneous assumption of independency

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good For example; the later you put work into such a project or process the sooner it will come out …

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good … or the more inefficient the process the faster the work will be completed …

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good … or some of the least profitable items will produce the best cash inflow …

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good … or the higher up the hierarchy the greater your capability must be, but the more simple the system is

© Dr Kelvyn Youngman, Apr Systems & Structure In the broadest sense, these are the sorts of emergent potential that we can expect; things are better, sooner, and faster Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Old outputs can be improved and new outputs can be developed Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Kaizen & Kaikaku have been teaching this to us “concrete heads” for more decades than we care to acknowledge Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure We must create time to create additional capacity and capability, so that we can create even more time such that the initial time can be converted to value! Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Western models of Kaizen never explain this Value Space 100% - $$

© Dr Kelvyn Youngman, Apr Systems & Structure Takeshi Kawase, emeritus professor of engineering from Keio, does explain this Value Space 100% - $$

© Dr Kelvyn Youngman, Apr Systems & Structure We have to make time – a headspace – to discover & develop new capacity and capability yet preserving the current output – productivity must improve Value Space 80% - $$ Headspace 20%

© Dr Kelvyn Youngman, Apr Systems & Structure Arguing the other way, if we improve productivity then we have time to invest in developing new capacity and capability Value Space 80% - $$ Headspace 20%

© Dr Kelvyn Youngman, Apr Systems & Structure The new capacity and capability appears first as additional headspace (no pun intended) and productivity must improve even more Value Space 70% - $$ Headspace 20% Headspace 10%

© Dr Kelvyn Youngman, Apr Systems & Structure Then we transfer the new capacity and capability to produce additional value Value Space 80% - $$$ Headspace 20%

© Dr Kelvyn Youngman, Apr Systems & Structure The value is not exaggerated because it is marginal gain Value Space 80% - $$$ Headspace 20%

© Dr Kelvyn Youngman, Apr Systems & Structure And we start again in our search for more, or better, or novel … Value Space 70% - $$$ Headspace 20% Headspace 10%

© Dr Kelvyn Youngman, Apr Systems & Structure … and then we transfer that too Value Space 80% - $$$$ Headspace 20%

© Dr Kelvyn Youngman, Apr Systems & Structure All of the time we are building value Value Space 80% - $$$$ Headspace 20%

© Dr Kelvyn Youngman, Apr Systems & Structure This is a cash machine Value Space 80% - $$$$ Headspace 20%

© Dr Kelvyn Youngman, Apr Systems & Structure This is a cash machine too Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good We must create capacity and capability for when it is needed and we must preserve and protect it when it is not needed

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good The creation of additional capacity and emergent capability is vastly, vastly, underrated in Western economic thinking

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good It is only through the existence of such capability, such potential, that new possibilities can emerge

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good But in order to capitalize on this we must attend to the one last thing that is stopping us from this realisation – our current constraint

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good The next step, elevation in our terms, occurs when can apply this super- optimizing rule to all parts, when we have the socio-economic capital to do so

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized Super-optimize Super-optimized When we can super-optimize all of the parts, then we can super-optimize the whole as well Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized Super-optimize Super-optimized This is exactly how organic systems work, this is exactly how other social systems work, it should be how our socio-economic systems work too Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized Super-optimize Super-optimized In summary … Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized Super-optimize Super-optimized When we fail to understand the structural transformation that occurs through interdependency, we create organisations that are anti-requisite and fragile … Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized Super-optimize Super-optimized We have patriarchy and subjugation, isolation and competition, distrust, and an underlying sense of insecurity and dissatisfaction Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized Super-optimize Super-optimized When we understand the structural transformation that occurs through interdependency, we create organisations that are requisite and anti-fragile … Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Super-optimize Super-optimized Super-optimize Super-optimized We have partnership and subordination, interaction and collaboration, trust, and an underlying sense of security and satisfaction Common Good

© Dr Kelvyn Youngman, Apr End Website: E mail: youngman“at”dbrmfg.co.nz

© Dr Kelvyn Youngman, Apr Back of the Book Car Park

© Dr Kelvyn Youngman, Apr Systems & Structure Part Whole Part Whole Larger Whole Partnership not patriarchy, global not local, long-term not short-term, make- value not make-work, interaction not isolation, Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Patriarchy and subjugation give rise to … Part Whole Part Whole Larger Whole Patriarchy Subjugation Patriarchy Subjugation Patriarchy Subjugation

© Dr Kelvyn Youngman, Apr Systems & Structure … the controlling and the controlled Part Whole Part Whole Larger Whole Controlling Controlled Controlling Controlled Controlling Controlled

© Dr Kelvyn Youngman, Apr Systems & Structure Partnership and subordination give rise to … Part Whole Part Whole Larger Whole Partnership Subordination Partnership Subordination Partnership Subordination

© Dr Kelvyn Youngman, Apr Systems & Structure … the empowering and the empowered Part Whole Part Whole Larger Whole Empowering Empowered Empowering Empowered Empowering Empowered

© Dr Kelvyn Youngman, Apr Systems & Structure Or better still (Ackoff) the enabling and the enabled Part Whole Part Whole Larger Whole Enabling Enabled Enabling Enabled Enabling Enabled

© Dr Kelvyn Youngman, Apr Systems & Structure The antithesis is then the disenabling and the disenabled Part Whole Part Whole Larger Whole Disenabling Disenabled Disenabling Disenabled Disenabling Disenabled

© Dr Kelvyn Youngman, Apr Systems & Structure DIKUW Data/Information Knowledge/Understanding Data/Information Knowledge/Understanding Wisdom Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Strictly (Ackoff) horizontal interaction requires coordination, vertical interaction requires integration Part Whole Part Whole Larger Whole Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Responsibility is a horizontal component – as too is the authority to exercise it Part Whole Part Whole Larger Whole Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure Accountability is a vertical component – as too is the authority to exercise it Part Whole Part Whole Larger Whole Common Good

© Dr Kelvyn Youngman, Apr Systems & Structure I am held accountable for the work that I am responsible for, but it is my superior who is held accountable for me Part Whole Part Whole Larger Whole Common Good

© Dr Kelvyn Youngman, Apr Back of the Book Standard Diagrams

© Dr Kelvyn Youngman, Apr Systems & Structure Larger Whole Operations Of The Higher Level ≠ Laws Governing The Lower Level My construction diagram – don’t remove 1/11/2 1/1 1/21/1 1/2 Common Good Part Whole

© Dr Kelvyn Youngman, Apr Systems & Structure Another Base Diagram Money Capital Market Customers Whole Management Capability Man & Machine Capacity Whole Larger Whole Common Good