Dealing with Complexity LO7395
Sun, 12 May 1996 07:34:18 -0400

Replying to LO7386 --

In a message dated 96-05-11 10:38:21 EDT, you write:

>>One side of this matrix is called The Work Program of Complexity. It
>>involves these four activities:
>>o Description of a Situation
>>o Diagnosis of that Situation
>>o Design for Change in that Situation
>>o Implementation of the Design
>What is the other side of the Matrix? And I'd be more than curious about
>its use in your experience. I've not seen you mention this matrix before.

Gordon, I quake with fear at responding to your message. Why quake?

Let me define a "unit of email transmission" as one square-foot-minute.
This takes as a reference a square foot of printout and one minute of
reading time for a typical email message.

I'm writing a book called "The Work Program of Complexity: From Origins
to Outcomes". The whole book can be viewed as an explanation of the
Behavior-Outcomes Matrix in great depth, showing why it is the appropriate
model for working with complexity, and what to do to resolve the
complexity. If I posted this whole book, I guess that it would require
well over 50,000 email units to study.

The Work Program side of the matrix seldom strikes people as
controversial. On the other hand, when I tell them (and here is an
answer) that the behavioral side of the matrix has these components:

o The isolated Individual (in normal behavioral mode)
o The small group or team (in normal behavioral mode)
o The organization (in normal behavioral mode)
o Process

they seem to think it strange that Process is grouped with the other
three, and I can use many email units just to answer that.

Anyway, in a nutshell (I am the nut and my brain is the shell), here is
the basic argument:

Complexity arises because people aren't supergeniuses. Now look at each
component of the work program and raise this generic type question:

How does the left-side (Behavioral) component relate to the cross (Work
Program) component?

In answering for each of the 12 upper cells, we look at such things as:

o Why can't this cell be effective on this component of the Work Program?

In answering for the process-related cells (the lower 4), we say what has
to happen in the light of the evidence gathered from the top 3 lines.

The top 3/4 of the matrix is governed by the 17 Laws of Complexity, which
summarize the reasons for ineffectiveness, and explain what is going on.

The bottom 1/4 of the matrix shows how the integrated combination of

o anthropological
o logical
o technological

is brought to bear to resolve the issues.

I think I have used up my one email unit. Glad your were interested.
Hope other are as well.

John N. Warfield


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