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Summary

  • People use judgement in the planning process, which needs to adapt to transformations in society for achieving desirable futures.
  • Appreciative judgement: Making judgement of the state of the system, valuing the state of the system and taking the best possible action
  • Planning is about creating future of a system with certain goals, objectives and ideals. Interactive planning works on the principle of "idealized redesign" of a system.
  • Transformation and adaptation are part of the nature of a system.
  • Systems or in other words social institutions constantly shape our perceptions on the world and how we see the future. We need to adapt to these changes.
  • Appreciative judgement is for everyone and every profession but especially crucial for engineering and designers professions that create change through built material.

Judgement

"Judgement is made with sense of obligation to discover the rules of rightness that apply in particular situation" - Vickers

"Good judgement is art rather than a science"

- Vickers

Judgements are made in three knowledge domains:

  • formative = products will be tested for fit within the constructed world against contemporary fashion and style (size, shape etc.)

  • commercial = business makes its profit and the value of a product is defined by market forces

  • instrumental = good practice is encapsulated in design text, codes and standards, handbooks and data tables and company procedures

System Thinking 2

Workshops

Judgement workshop

Transformation and Adaptation workshop

- How do you perceive the meaning of the word "judgement"?

- Think of two occasions where you used your judgement - how was the process, can you identify the steps?

- Judgement can change over time, and it can also be examined!

The Victim - Threat Interplay

How the portrayal of phenomena such as the current refugee crisis constantly changes and how people have to adapt to these changes by changing their own perceptions?

Decision vs. judgement

Decision can be seen as narrower term than judgement. Decision may be taken on certain issue at a particular time but the capacity for good judgement can only be revealed over period of time. - Vickers

Planning workshop

Examining in group:

  • The importance of planning

  • How plans & decisions of individuals and plans & decisions of group can differ?

  • How preactive & reactive planning does not apply when the environment and situation are changing?

  • How interactive planning can be used in small scale?

Appreciative systems

Appreciative systems, futures

Geoffrey Vickers

1894-1982

Geoffrey Vickers

lawyer, manager, human resources director

1955 retired Reflecting on his working life

His work had strong influence on the developing use of system thinking in management, decision-making and politics.

“A trap is a trap only for the creatures which cannot solve the problems is sets. Men traps are dangerous only in relation to the limitations of what men can see and value and do.” Geoffery Vickers

Vickers’ most significant contribution to systems thinking was the concept of the appreciative system, a description of the ongoing process of sense-making over time.

Appreciation as a “combined judgement of value and fact”

Vickers' work in systems thinking

  • focused on nature of human systems and decision-making

  • heart of organizations

human relationships rather than seeking goals

  • personal responsibility of individuals for maintaining relationships and the society

  • systems as tools of understanding rather than a description of reality

  • one of the first originators of systems thinking into phenomenology

Form & Open systems

  • Systems are nets of relations which are sustained through time.

  • The most essential characteristic of an open system is its form.

  • Form is more enduring than the presence of the substances which constitute it at some moment of time.

Focuses of interest in studying form

1. Relationship

entities, objects which support the relationship

2. Regulation

the ways that systems preserve their form even through change

3. Stability

correcting deviations from normal state

No open system lasts for ever.

Vickers’ concept of an appreciative systems model

Vickers argued that any decision contains three judgements.

Therefore any attempt to improve decision making needs to

improve the quality of one or more of these judgements.

Appreciation Judgment

Implifications of Appreciative System for organization, leadership and professionals

What, Why, How

Instrumental Judgement

Reality Judgement

Sense Making

1. Reality Judgment

  • What is or is not the case?
  • What is unfolding in the context within which the decision will be taken?
  • Fact about the "state of the system" in past, present or future

The objective is that the situation of concern is understood and prioritized value-neutrally.

The organization's value system is the guiding factor to ensure that strategic responses are appropriate for the organization,

and suitable for the challenges that were identified.

  • Exploration of various possible futures
  • Risk free space to discuss
  • Discussions based on scenarios
  • Balancing continuity and change

Typical example of sense-making project

Typical example of a strategizing project

Value Judgement

The alignment process is conversational to organization's value systems. Here the alternative worldviews are tabled, compared and tested in various scenarios.

Typical example of value-alignment project

The Appreciative System framework suggests implications for the organization, the leadership

and the professionals involved with any Futures Studies projects. Three judgmental areas could form an integrated framework to guide purpose of the project.

Appreciative System

2. Value Judgment

  • What ought or ought not to be the case
  • Is reality judgment assessed as positive or negative?
  • Possibly calling for a corrective action
  • In an organizational context value judgments are the result of negotiation acting of stakeholders based on their individual reality judgment

Transformation & adaptation

Planning

3. Instrumental Judgment

  • What are the best means available to reduce the mismatch

between is and ought?

  • Determining appropriate responses to reality & value judgments
  • Can something be done about a situation assessed as

unsatisfactory by value judgment, and if so, what?

With wisdom we have the ability to see consequences of current actions in a long-run.

The essence of wisdom is concern with the future.

Ozbekhan (1977), Haeckel (2004), Ackoff (1981)

Systems (social institutions) constantly shape our perceptions

We need to adapt to these changes

In the business, political or social contexts

“Planning is one of the most complex and difficult intellectual activities in which man can engage.” - Ackoff

References

Mess

by Ackoff

Mess is a system of problems.

System of external conditions that produces dissatisfaction.

The attempt to deal holistically with a mess/system of problems is what planning should be all about.

Articles

  • Burt, George, and Kees van der Heijden. 2008. “Towards a Framework to Understand Purpose in Futures Studies: The Role of Vickers’ Appreciative System.”
  • Holt, J.E. 1997. “The Designer’s Judgement.”
  • Nelson, Harold G., and Erik Stolterman. 2003. “Design Judgement: Decision-Making in the ‘Real’ World.”
  • Ackoff, Russell L. 2001. "A brief guide to interactive planning and idealized design."
  • Haeckel, Stephan H. 2004. "Peripheral Vision: Sensing and Acting on Weak Signals: Making Meaning out of Apparent Noise: The Need for a New Managerial Framework."
  • Ozbekhan, H. 1977. "The Future of Paris: A Systems Study in Strategic Urban Planning." Philosophical Transactions of the Royal Society of London. Series A, Mathematical and Physical Sciences 287, no. 1346.

book chapters

  • Ramage, Magnus, and Karen Shipp. 2009. “Geoffrey Vickers.” In Systems Thinkers, 77–86. Springer London.
  • Ramage, Magnus, and Karen Shipp. 2009. “Russell Ackoff.” In Systems Thinkers, 139–47. Springer London.
  • Vickers, Geoffrey. The Art of Judgement: A Study of Policy Making. Centenary Edition 1995. Thousand Oaks, CA: Chapman & Hall, 1965.
  • Ackoff, Russell L. 1969. The Nature and Content of Planning. In A concept of corporate planning, 1-22. Wiley-Interscience.
  • Ackoff, Russell L. 1981. Our Changing Concept of Planning. In Creating the Corporate Future: Plan or Be Planned For, 51-76. New York: John Wiley and Sons.
  • Ackoff, R. L. 1997. Systems, messes and interactive planning. In The Social Engagement of Social Science: The socio-ecological perspective, ed. Eric L. Trist, Hugh Murray, and Frederick Edmund Emery. Vol. 3. University of Pennsylvania Press.
  • Haeckel, Stephan H. 1999. Adaptive Enterprise: Creating and Leading Sense-and-Respond Organizations. Boston, MA: Harvard Business School Press.

Is human life Finite?

Will We Become Extinct?

The Nature of Planning

Different types of planning:

Reactive planning:

bottom-up method that is directed to find and locate organization’s deficiencies and then remove or reduce them.

Preactive planning:

top-down planning consists prediction and preparation. It is planning for the future, not planning the future.

Interactive planning:

Participation and commitment of stakeholders enabled by the democratic nature of design process

1. Advance of taking action

2. Set of interdependent decisions

a. planning must be planned

b. problems & decisions are interrelated

3. Simultaneous stages

has 2 parts:

Fahimeh Fotouhi

Anna Muukkonen

Riikka Ikonen

Petra Tammisto

Marta Jaakkola

2 February 2016

Interactive planning

Idealization & Realization

Russell Ackoffs five stages of interactive planning:

formulating the mess = understanding the problems and opportunities involved

ends planning = designing the desirable

means planning = finding ways to reach the desirable future

resource planning = deciding what human, financial and other resources are required and how to obtain them

design of implementation and control = the details of how to put the changes into places and check that they have actually happened

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