Slides from my webinar of 4/5/11, for the HD&L Division of ASQ. A presentation on re-defining Quality through the perspective of complex adaptive systems. Introduces several frameworks and tools; provides examples and resources.

1. Through the New Lens Quality and Process Improvement Through the Lens of Complexity Bruce A. Waltuck M.A., Complexity, Chaos, and Creativity President, Freethinc… For A Change (609) 577-1584 [email_address] @complexified on Twitter Blog at complexified.wordpress.com

2. What is “quality?”

6. Mostly stable, predictable & controllable MAKE CAR KNOW HOW? FOLLOWED DIRECTIONS? FIX “ MINOR” SAFETY PROBLEM 99 EASY PAYMENTS GOT PARTS?

7. Less stable, predictable & controllable DO THE HOKEY-POKEY PUT YOUR LEFT FOOT IN LEFT FOOT OUT? TURN YOURSELF AROUND THAT’S WHAT IT’S ALL ABOUT! PUT YOUR LEFT FOOT OUT Y

11. Quality and Complexity UCL LCL Control Chart For Statistical Process Control Analysis of Social Data – Variation in Perceived meaning and behaviors In quality control, we want stable and predictable results. We want to eliminate non-conforming causes of variation Dogmatic; Cult behavior . Edge of chaos. Greatest opportunities for innovation adaptation and sustained growth. Chaos. Anarchy . Bruce A. Waltuck © Freethinc. 2007

12. Stacey Matrix (Ralph Stacey, U. of Hertfordshire, UK)

13. Stacey Matrix: Decision-Making

14. Stacey Matrix (more)

15. Stacey Matrix: Approaches http://www.plexusinstitute.com/edgeware/archive/think/main_aides3.html

16. Stacey Matrix: Approaches Possible Approach Description Example Comments 1. Direct Direct workers to complete a task or tasks. Asking employee(s) to do . . .xxx Lower left area of Stacey diagram. Highly structured and directive. Degree of control limits possible emergent outcome.

17. Stacey Matrix: Approaches 2. Change Work Processes Modify work processes to facilitate self-organization, self- direction, etc. Manufacturer with new product. Service staff connected through intranet. A summary of their E- mail exchanges becomes a dynamic new service manual. Sufficient control of variables to make changes in processes, etc. Leaders choose a specific action. Outcome as intended- or not. Possible Approach Description Example Comments

18. Stacey Matrix: Approaches 3. Modify Structure Re- configure people, information flows, and connections. Similar to above, less focused. Specific steps taken trying to influence desired emergent outcomes. Possible Approach Description Example Comments

19. Stacey Matrix: Approaches 4. Convene & Intervene Connect people and information to facilitate self-organization and emergence. Collaborative dialogue methods useful to explore similarities and differences. First step is to convene diverse stakeholders. Second step is structured, planned exploration/dialogue that actively attempts to "move to a new attractor. “ [of meaning] (Per G. Morgan) Possible Approach Description Example Comments

20. Stacey Matrix: Approaches 5. Convene Convene people and information to facilitate self-organization and emergence. Observe. Insufficient power or control to do formal intervention. Convene hoping ideas and options will emerge. Less structured intervention than above example. Possible Approach Description Example Comments

21. Stacey Matrix: Approaches 6. Examine, Describe Patterns Observe interactionbetween complex adaptive systems that are beyond your ability to affect or convene. The economy or the stock market. The challenge is useful analysis and sense-making. Systems are sufficiently large or removed to preclude any intervention. Possible Approach Description Example Comments

22. Stacey Matrix: Approaches 7. Seek Patterns Scanning "chaotic and disorganized “ systems for emerging organization and patterns. weather, global warming, immediate aftermath of a disaster Scan and analyze, To notice what may be emerging patterns that might suggest an emerging level of Coherence and organization. Possible Approach Description Example Comments

24. Cynefin

25. Cynefin Framework

26. Cynefin Framework

27. Dick Knowles Process Enneagram™ Identity Current State Intention Tensions Issues Relationships Connections Principles Standards The Work Information Will Deep Learning Sustainability New Context Structures Strategy

28. Dick Knowles Process Enneagram™ Areas for inquiry and conversation Where Are We? Who Are We? What are we trying to achieve? What are the Tensions and issues? How well do our Relationships and Connections work? What Ground Rules shall we follow? Who will do What, when? How open is the Information flow? How can it be Opened to all? How can we keep Learning Adjusting and Sustaining it? What new context Overall way of working And approaches Can we use?