Language and Meta-language for Enterprise Architecture

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To describe the architectures of enterprises, we need a language that can help learn more from what we know already and does not ignore what we currently don't know. But that's not enough. We also need language to talk about autonomy and adaptivity. (Some clarification available here http://www.strategicstructures.com/?p=806)

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

Language and Meta-language for Enterprise Architecture

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Management Cybernetics has its models and language. They are extremely valuable when discussing with peers and for the advancement of the discipline. Yet, they limit the accessibility of the wider audience to these ideas. What’s more, they limit the spread of the mindset and skills needed for systemic change. In this session, at Mataphorum 2019, I shared how I'm teaching my version of management cybernetics. It works without models and without the language of channels, transducers, amplifiers, and attenuators. Without even using the word “system”. Instead, this a way of helping leaders to work on their skills for diagnosis and design, by building observational and thinking habits, related to three organisational balances: autonomy-cohesion, diversity-stability, and exploration-exploitation

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When organisation and projects are seriously regarded as social systems, the most striking realisation is that they are created by - and full of - paradoxes. Understanding and working with these paradoxes will help project managers deal with the increasing complexity when methodologies and good practices reach their limits of applicability and KPIs are not helpful anymore in steering projects. It will not be an easy task as the Western culture has been trying for centuries to avoid paradoxes. But the efforts will pay off. The new skills will bring unconventional and useful perspective on project communications and decisions. It will help realise and work with the unavoidable divergence between project success and client satisfaction. And it will bring new understanding of the function and dynamics of trust in projects. These are the slides from my talk at the PMI Congress 2017 in Affligem, Belgium. It is an invitation to look at projects through social systems glasses, a complementary set to that of Essential Balances - http://www.essentialbalances.com/ . You can watch the same slides with animations on YouTube: https://youtu.be/6QwIAqKl8mA .

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(Note: you can play the actual Prezi and get more information at http://www.strategicstructures.com/?page_id=1101) In any organisation, regardless of sector, size, complexity or structure, certain balances are essential for its performance and adaptability. These include balancing autonomy and cohesion, maintaining diversity and stability, and navigating between exploration and exploitation. They can be seen at different levels – network of organisations, within organisation, department, team or individual – and they are equally important at each level. For an organisation to be healthy, management needs to be able to sense when one or more of these falls out of balance – and act accordingly. This ability can help to quickly diagnose complex situations and to make better strategic and operational decisions. It is even more valuable to be able to grow the organisation in a way that its harmony and adaptability come naturally. That will not happen by adopting best practices, but by cultivating different thinking habits. This workshop demonstrates what it means to have that and helps in making the first steps.

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(Note: you can play the actual prezi at http://www.strategicstructures.com/?p=1008) These are my slides from the conference "Managing Complexity with the Viable Systems Model: Theory, Applications and Innovative Research", 11 - 13 November 2015, Hull UK. Here is the full program http://www2.hull.ac.uk/hubs/news-events/events/css-metaphorum.aspx. I'll add the link to the rest of the presentations when available.

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In any organisation, regardless of its sector, size, complexity or type of organisational structure, there are certain balances which are essential for the organisational health and performance. These include balancing autonomy and cohesion, maintaining diversity and stability and finding the right time and way of shifting between exploration and exploitation mode. Getting a better understanding of these balances can help managers keep their organisations viable by quickly diagnosing complex situations and making better strategic and operational decisions.

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Driven by market forces, organisations struggle to produce more or better with less. In times of crisis that seems to grow into a condition for survival. And yet, clearing all inefficiencies or not the right ones, could have just the opposite effect. (Through the lenses of Ashby's law: Both organisms and the social systems they create need some excess of variety in any given moment to have requisite variety for their viability in the long run.) Some inefficiency is not just good to have, it is needed for survival.

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