Organizational Management and Communications in Disasters

eam Based Learning ➢ DMM 631: Organizational Management and Communications in Disasters ○ Fayez Alruqi, Anne Graf, Eliza Octavo, Simon Sarkisian, David Stofanak, Saleh Al Sawidan Ackoff ● Presents the concept of idealized redesign of the system ○ Take the organization, destroy it, and redesign it from scratch to allow everyone (not just the experts of the subculture) in the organization to participate ● Create a new design for a product/service/organization based on the existing feasibility but without the constraints of the existing setup ● Then use that ideal to figure out a plan to move from the existing state to the idealized state. Approaches to Organizational Planning -Reactivism -Inactivism -Preactivism -Interactivism Idealized Design The Stages of Idealized Designs 1. Formulating the mess 2. Ends planning 3. Means planning 4. Resource planning 5. Design of implementation 6. Design of Control Constraints Feasible Adaptable Requirements Ability to Improve Effects of Idealized Design Dr. Larry M. Starr on Chaos and the Limitations of Systems Thinking System Thinking Framework/Mindset ● Resolve ● Solve ● Dissolve Steps of System Thinking (rather than Analytic Thinking) 1. Ask “what is this problem a part of” Instead of taking the problem apart, identify the containing whole from which this problem emerged. 2. Understand the behavior of the containing whole instead of focusing on the behavior and properties of the parts within it. 3. Identify the functions, roles, and other interactions that the problem contributes (positively and negatively) within and to the containing whole. System Thinking Language ● Simple ● Complicated ● Complex ● Chaotic System Thinking Approaches ● ● ● ● Type A ○ Hard Systems Thinking ○ Systems Dynamics (MIT) – Forrester/Senge ○ Organizational Cybernetics ○ Complexity Theory Type B ○ Strategic Assumptions Surfacing Testing ○ Social System Interactive Planning (PENN) – Ackoff ○ Soft Systems Methodology Type C ○ Critical Systems Heuristics ○ Team Syntergrity Type D ○ Postmodern Systems Thinking A Systems Thinking in Natural Disaster Management: Evacuation Preparedness The evacuation process is critical. Most evacuation preparedness only focuses on human’s movement rather than modeling the positive system behavior towards evacuation. By the faculty of Information Technology and Communication of (UTeM) vs. Interactive Planning Interactive planning was developed by Rusell Ackoff as part of his all-encompassing systems approach dubbed ‘social systems sciences’ (S3). It is based on the philosophy of planning and design, relying on wide participation and involvement, and improvements being made according to the clients’ criteria. This approach is based on influencing the future through the stakeholders’ actions at the moment. Interactive Planning Methods, Methodology & Criticism The methodology includes the following phases: formulating the mess, ends planning, means planning, resource planning, and implementation, and control. The methods are based on the models: democratic hierarchy, learning and adaptation support system, the internal market economy, multidimensional organizational structure It is criticized for being biased towards the consensus social model and the fact that it greatly relies on participation, which is not always easily achievable Wicked Problems What is a Wicked Problem? ● Many people are fond of using the wrong problem-solving approach ● Conklin and Weil (1998) raise a fundamental issue regarding solving organizations’ everyday problems ● Often, people use linear problem-solving techniques, which are not suited to all type of problems Two types of problems exist: tame and wicked problems Tame problems are simple and can be addressed fully using linear techniques Wicked problems are complex, nondefinitive, dynamic, and involve many stakeholders who are either part of the problem or solution constraints ● ● ● How to Solve Wicked Problems? • Conklin and Weil (1998) propose an effective approach for solving wicked problems • Wicked problems require non-linear systems, where the problemsolver does not follow any order • Non-linear models are chaotic and opportunity-driven- the problem-solver focuses on establishing synergistic opportunities to address the problem • Opportunity-driven model suits wicked problems because it: • Unleashes creativity • Allows for the natural spontaneity of attention • Permits sudden changes to welcome new insights • Focuses on opportunities for creating synergies • Values learning over getting a quick fix Wicked Problems: Implications for Public Policy and Management What is it? How does it apply to Public Policy and Management? Complexity, Diversity, and Uncertainty Strategies for Dealing with Wicked Problems Conclusion References Basari, H., Burairah, H., Khyrina, A., Samad, A., Samah, A. (n.d.) A Systems Thinking in Natural Disaster Management: Evacuation Preparedness. Faculty of Information Technology and Communication University Teknikal Malaysia Melaka (UTEM) Retrieved from http://www.wseas.us/elibrary/conferences/2012/Zlin/EPRI/EPRI-63.pdf Conklin, E. J., & Weil, W. (1998). Wicked problems: naming the pain in organizations. Accessed from the World Wide Web on June, 5, 2001. Head, B. W., & Alford, J. (2013). Wicked Problems. Administration & Society, 47(6), 711-739. doi:10.1177/0095399713481601 Jackson, M. (2011). Systems Thinking: Creative Holism for Managers. John Wiley & Sons Ltd. Starr, L. (n.d.) Thinking and Planning for Disaster Medicine and Management. 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