1. © Dr Kelvyn Youngman, Apr 20141 Systems & Structure Let’s start by looking at a part of a system; it’s composed of two individuals, Bob and Sue … SueBob

2. © Dr Kelvyn Youngman, Apr 20142 Systems & Structure … and they are part of a production department or a project team SueBob Department/Team

3. © Dr Kelvyn Youngman, Apr 20143 Systems & Structure Or they could be members of a sports team if that is more familiar to you SueBob Department/Team

4. © Dr Kelvyn Youngman, Apr 20144 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

5. © Dr Kelvyn Youngman, Apr 20145 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

6. © Dr Kelvyn Youngman, Apr 20146 Systems & Structure … even though they may be skilled in very different domains SueBob Department/Team Synergy

7. © Dr Kelvyn Youngman, Apr 20147 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

8. © Dr Kelvyn Youngman, Apr 20148 Systems & Structure … their individual output is structured and transformed by their interdependency, their interrelationship, with each other SueBob Department/Team Synergy

9. © Dr Kelvyn Youngman, Apr 20149 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

10. © Dr Kelvyn Youngman, Apr 201410 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

11. © Dr Kelvyn Youngman, Apr 201411 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

12. © Dr Kelvyn Youngman, Apr 201412 Systems & Structure So, now, let’s also consider Jan and Max; two more individuals … SueBob Department/Team JanMax Synergy

13. © Dr Kelvyn Youngman, Apr 201413 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

14. © Dr Kelvyn Youngman, Apr 201414 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

15. © Dr Kelvyn Youngman, Apr 201415 Systems & Structure … there is now, also, an interrelationship between these two departments or teams as well … SueBob Department/Team JanMax Different Department/Team Synergy

16. © Dr Kelvyn Youngman, Apr 201416 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

17. © Dr Kelvyn Youngman, Apr 201417 Systems & Structure The synergy that arises is emergent from the integration of the parts SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy

18. © Dr Kelvyn Youngman, Apr 201418 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

19. © Dr Kelvyn Youngman, Apr 201419 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

20. © Dr Kelvyn Youngman, Apr 201420 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

21. © Dr Kelvyn Youngman, Apr 201421 Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy Interrelationships are interdependencies

22. © Dr Kelvyn Youngman, Apr 201422 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

23. © Dr Kelvyn Youngman, Apr 201423 Systems & Structure One domain, the domain of independence, is the domain of the whole SueBob Department/Team JanMax Different Department/Team Firm/Project Independence

24. © Dr Kelvyn Youngman, Apr 201424 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

25. © Dr Kelvyn Youngman, Apr 201425 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

26. © Dr Kelvyn Youngman, Apr 201426 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

27. © Dr Kelvyn Youngman, Apr 201427 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

28. © Dr Kelvyn Youngman, Apr 201428 Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Independence & Simplicity Independence & Simplicity Independence & Simplicity It is simple in other words

29. © Dr Kelvyn Youngman, Apr 201429 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

30. © Dr Kelvyn Youngman, Apr 201430 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 …

31. © Dr Kelvyn Youngman, Apr 201431 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 …

32. © Dr Kelvyn Youngman, Apr 201432 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

33. © Dr Kelvyn Youngman, Apr 201433 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

34. © Dr Kelvyn Youngman, Apr 201434 Systems & Structure SueBob Department/Team JanMax Different Department/Team Firm/Project Complexity & Interdependence Complexity & Interdependence Complexity & Interdependence It becomes complex

35. © Dr Kelvyn Youngman, Apr 201435 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

36. © Dr Kelvyn Youngman, Apr 201436 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

37. © Dr Kelvyn Youngman, Apr 201437 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

38. © Dr Kelvyn Youngman, Apr 201438 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

39. © Dr Kelvyn Youngman, Apr 201439 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

40. © Dr Kelvyn Youngman, Apr 201440 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

41. © Dr Kelvyn Youngman, Apr 201441 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

42. © Dr Kelvyn Youngman, Apr 201442 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

43. © Dr Kelvyn Youngman, Apr 201443 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

44. © Dr Kelvyn Youngman, Apr 201444 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!

45. © Dr Kelvyn Youngman, Apr 201445 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

46. © Dr Kelvyn Youngman, Apr 201446 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

47. © Dr Kelvyn Youngman, Apr 201447 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

48. © Dr Kelvyn Youngman, Apr 201448 Systems & Structure But it is worse than that too … SueBob Department/Team JanMax Different Department/Team Firm/Project Synergy Complexity Synergy Complexity Synergy Complexity

49. © Dr Kelvyn Youngman, Apr 201449 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

50. © Dr Kelvyn Youngman, Apr 201450 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

51. © Dr Kelvyn Youngman, Apr 201451 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

52. © Dr Kelvyn Youngman, Apr 201452 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

53. © Dr Kelvyn Youngman, Apr 201453 Systems & Structure Waste Capacity Waste Capacity Performance Deconstruction We look for waste to reduce rather than for emergent capacity to create …

54. © Dr Kelvyn Youngman, Apr 201454 Systems & Structure Cost Cash Inflow Cost Cash Inflow Performance Deconstruction … or we look for costs to reduce rather than ways to improve cash inflow …

55. © Dr Kelvyn Youngman, Apr 201455 Systems & Structure Efficiency Effectiveness Efficiency Effectiveness Performance Deconstruction … or we look at our local efficiency rather than our overall effectiveness

56. © Dr Kelvyn Youngman, Apr 201456 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

57. © Dr Kelvyn Youngman, Apr 201457 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

58. © Dr Kelvyn Youngman, Apr 201458 Systems & Structure Optimize Sub-optimize Optimize Sub-optimize However the outcome is to sub-optimise the whole! Deconstruction

59. © Dr Kelvyn Youngman, Apr 201459 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

60. © Dr Kelvyn Youngman, Apr 201460 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

61. © Dr Kelvyn Youngman, Apr 201461 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

62. © Dr Kelvyn Youngman, Apr 201462 Systems & Structure Optimize Sub-optimize Optimize Sub-optimize We isolate ourselves in silos instead of interacting with each other Deconstruction

63. © Dr Kelvyn Youngman, Apr 201463 Systems & Structure Optimize Sub-optimize Optimize Sub-optimize We compete with “them” rather than collaborating – even though they are on “our” side Deconstruction

64. © Dr Kelvyn Youngman, Apr 201464 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

65. © Dr Kelvyn Youngman, Apr 201465 Systems & Structure Optimize Sub-optimize Optimize Sub-optimize Because this is so “normal” we are hardly even aware of the fact Deconstruction

66. © Dr Kelvyn Youngman, Apr 201466 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

67. © Dr Kelvyn Youngman, Apr 201467 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

68. © Dr Kelvyn Youngman, Apr 201468 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

69. © Dr Kelvyn Youngman, Apr 201469 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

70. © Dr Kelvyn Youngman, Apr 201470 Systems & Structure Optimize Sub-optimize Optimize Sub-optimize Construction Deconstruction Construction Deconstruction Construction Deconstruction How then do we do that?

71. © Dr Kelvyn Youngman, Apr 201471 Systems & Structure Optimize Sub-optimize Optimize Sub-optimize Well, in a word or two – we must search out for the common good Common Good

72. © Dr Kelvyn Youngman, Apr 201472 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

73. © Dr Kelvyn Youngman, Apr 201473 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

74. © Dr Kelvyn Youngman, Apr 201474 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

75. © Dr Kelvyn Youngman, Apr 201475 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 …

76. © Dr Kelvyn Youngman, Apr 201476 Systems & Structure … a constraint … Part Whole ConstraintPart Constrained Common Good

77. © Dr Kelvyn Youngman, Apr 201477 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

78. © Dr Kelvyn Youngman, Apr 201478 Systems & Structure … this can be either concrete or it can be abstract Part Whole ConstraintPart Constrained Common Good

79. © Dr Kelvyn Youngman, Apr 201479 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

80. © Dr Kelvyn Youngman, Apr 201480 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

81. © Dr Kelvyn Youngman, Apr 201481 Systems & Structure … think about it, we have to optimize just one thing Non-constraint Non-constrained OptimizeNon-constraint Optimized Common Good

82. © Dr Kelvyn Youngman, Apr 201482 Systems & Structure Not everything, just one thing Non-constraint Non-constrained OptimizeNon-constraint Optimized Common Good

83. © Dr Kelvyn Youngman, Apr 201483 Systems & Structure But we do have to super-optimize everything else Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

84. © Dr Kelvyn Youngman, Apr 201484 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

85. © Dr Kelvyn Youngman, Apr 201485 Systems & Structure Can you see how much this is contrary to our deconstructionist proclivities? Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

86. © Dr Kelvyn Youngman, Apr 201486 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

87. © Dr Kelvyn Youngman, Apr 201487 Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good This self-regulation drives a number of non-intuitive outcomes

88. © Dr Kelvyn Youngman, Apr 201488 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

89. © Dr Kelvyn Youngman, Apr 201489 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 …

90. © Dr Kelvyn Youngman, Apr 201490 Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good … or the more inefficient the process the faster the work will be completed …

91. © Dr Kelvyn Youngman, Apr 201491 Systems & Structure Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good … or some of the least profitable items will produce the best cash inflow …

92. © Dr Kelvyn Youngman, Apr 201492 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

93. © Dr Kelvyn Youngman, Apr 201493 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

94. © Dr Kelvyn Youngman, Apr 201494 Systems & Structure Old outputs can be improved and new outputs can be developed Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

95. © Dr Kelvyn Youngman, Apr 201495 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

96. © Dr Kelvyn Youngman, Apr 201496 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

97. © Dr Kelvyn Youngman, Apr 201497 Systems & Structure Western models of Kaizen never explain this Value Space 100% - $$

98. © Dr Kelvyn Youngman, Apr 201498 Systems & Structure Takeshi Kawase, emeritus professor of engineering from Keio, does explain this Value Space 100% - $$

99. © Dr Kelvyn Youngman, Apr 201499 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%

100. © Dr Kelvyn Youngman, Apr 2014100 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%

101. © Dr Kelvyn Youngman, Apr 2014101 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%

102. © Dr Kelvyn Youngman, Apr 2014102 Systems & Structure Then we transfer the new capacity and capability to produce additional value Value Space 80% - $$$ Headspace 20%

103. © Dr Kelvyn Youngman, Apr 2014103 Systems & Structure The value is not exaggerated because it is marginal gain Value Space 80% - $$$ Headspace 20%

104. © Dr Kelvyn Youngman, Apr 2014104 Systems & Structure And we start again in our search for more, or better, or novel … Value Space 70% - $$$ Headspace 20% Headspace 10%

105. © Dr Kelvyn Youngman, Apr 2014105 Systems & Structure … and then we transfer that too Value Space 80% - $$$$ Headspace 20%

106. © Dr Kelvyn Youngman, Apr 2014106 Systems & Structure All of the time we are building value Value Space 80% - $$$$ Headspace 20%

107. © Dr Kelvyn Youngman, Apr 2014107 Systems & Structure This is a cash machine Value Space 80% - $$$$ Headspace 20%

108. © Dr Kelvyn Youngman, Apr 2014108 Systems & Structure This is a cash machine too Super-optimize Super-optimized OptimizeSuper-optimize Optimized Common Good

109. © Dr Kelvyn Youngman, Apr 2014109 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

110. © Dr Kelvyn Youngman, Apr 2014110 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

111. © Dr Kelvyn Youngman, Apr 2014111 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

112. © Dr Kelvyn Youngman, Apr 2014112 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

113. © Dr Kelvyn Youngman, Apr 2014113 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

114. © Dr Kelvyn Youngman, Apr 2014114 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

115. © Dr Kelvyn Youngman, Apr 2014115 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

116. © Dr Kelvyn Youngman, Apr 2014116 Systems & Structure Super-optimize Super-optimized Super-optimize Super-optimized In summary … Common Good

117. © Dr Kelvyn Youngman, Apr 2014117 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

118. © Dr Kelvyn Youngman, Apr 2014118 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

119. © Dr Kelvyn Youngman, Apr 2014119 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

120. © Dr Kelvyn Youngman, Apr 2014120 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

121. © Dr Kelvyn Youngman, Apr 2014121 End Website: www.dbrmfg.co.nz E mail: youngman“at”dbrmfg.co.nz

122. © Dr Kelvyn Youngman, Apr 2014122 Back of the Book Car Park

123. © Dr Kelvyn Youngman, Apr 2014123 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

124. © Dr Kelvyn Youngman, Apr 2014124 Systems & Structure Patriarchy and subjugation give rise to … Part Whole Part Whole Larger Whole Patriarchy Subjugation Patriarchy Subjugation Patriarchy Subjugation

125. © Dr Kelvyn Youngman, Apr 2014125 Systems & Structure … the controlling and the controlled Part Whole Part Whole Larger Whole Controlling Controlled Controlling Controlled Controlling Controlled

126. © Dr Kelvyn Youngman, Apr 2014126 Systems & Structure Partnership and subordination give rise to … Part Whole Part Whole Larger Whole Partnership Subordination Partnership Subordination Partnership Subordination

127. © Dr Kelvyn Youngman, Apr 2014127 Systems & Structure … the empowering and the empowered Part Whole Part Whole Larger Whole Empowering Empowered Empowering Empowered Empowering Empowered

128. © Dr Kelvyn Youngman, Apr 2014128 Systems & Structure Or better still (Ackoff) the enabling and the enabled Part Whole Part Whole Larger Whole Enabling Enabled Enabling Enabled Enabling Enabled

129. © Dr Kelvyn Youngman, Apr 2014129 Systems & Structure The antithesis is then the disenabling and the disenabled Part Whole Part Whole Larger Whole Disenabling Disenabled Disenabling Disenabled Disenabling Disenabled

130. © Dr Kelvyn Youngman, Apr 2014130 Systems & Structure DIKUW Data/Information Knowledge/Understanding Data/Information Knowledge/Understanding Wisdom Common Good

131. © Dr Kelvyn Youngman, Apr 2014131 Systems & Structure Strictly (Ackoff) horizontal interaction requires coordination, vertical interaction requires integration Part Whole Part Whole Larger Whole Common Good

132. © Dr Kelvyn Youngman, Apr 2014132 Systems & Structure Responsibility is a horizontal component – as too is the authority to exercise it Part Whole Part Whole Larger Whole Common Good

133. © Dr Kelvyn Youngman, Apr 2014133 Systems & Structure Accountability is a vertical component – as too is the authority to exercise it Part Whole Part Whole Larger Whole Common Good

134. © Dr Kelvyn Youngman, Apr 2014134 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

135. © Dr Kelvyn Youngman, Apr 2014135 Back of the Book Standard Diagrams

136. © Dr Kelvyn Youngman, Apr 2014136 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

137. © Dr Kelvyn Youngman, Apr 2014137 Systems & Structure Another Base Diagram Money Capital Market Customers Whole Management Capability Man & Machine Capacity Whole Larger Whole Common Good