Education - Social Innovation in CSR

This is a story of social innovation that became a part of Corporate Social Responsibility (CSR) of Tega Industries, Kolkata, India.

Workers' Training is the theme of the story, which started out as an experiment, maturing into a full grown CSR (Corporate Social Responsibility) activity.

What prompted the Experiment?

For years we have been led to believe that workers are to be trained in the work they do in the factories. The concept is based on the inaccurate understanding that both work and workers are something similar to machines since a factory tends to work like a machine day in and out. Therefore, their work can be reduced to some simple steps and techniques that are teachable through standardized methods.

Therefore, the courses and training so far imparted to workers have been very dry, technical and often boring in nature, for instance, how to operate a lathe or a press or how to weld and cut etc.

No doubt it is important for a worker to learn the basic tricks of the trade. But somehow on the way we forgot that a worker belongs to the human kind and is not a robot designed to perform boring and repetitive work hours on end. The worker like most humans would want to know the why, what and how of most things and thereby derived the necessary self esteem to live, respect others and understand the interdependent connections they have with others. 

We also forgot that with the growth of technology and innovation humans have become appendages to the machines they work with. That is the design of the machines slowly and surely over time evolved to be free of human interferences operating with some sort of machine 'intelligence'. Examples abound. Humble lathes have transformed into CNC machines. Welding is no longer dependent on human skills of weaving, moving and lifting but on fine controls of welding pugs and automated machines, and so on...

What does that mean?

It means that the tedium of repetitive work has now been taken over by machines liberating the human spirit in search of something beyond themselves. They can now create value through various interactions and dialogs created in the context, employ technology in more skillful ways and understand the why, what and how of things to improve further.

It also means that never before in the past 200 years of our industrial age society, workers got opportunities to raise their real self esteem, respect the skill and contributions of others and realize that they and their work are all interdependent part of something much bigger than what they can individually produce.

Issues considered in design of Social Innovation

There were four more issues that informed our design of the new approach to educating workers in the context of of present reality. These were:

a) People learn best from each other and through their own work than they ever learn through teachers. In this process only skillful 'facilitation' helps. For example, in the initial years of computer literacy in India, people learned from each other not from established institutions and officially designated teachers. This is the single most important factor that helped fuel the computer revolution in India till the "burden" of making people literate has now been hijacked by mushrooming technical colleges imparting computer education.

b) At no point of time in the last 20 years has foreign investment – direct and portfolio – exceeded 10 percent of our domestic investment. Our growth is due to our domestic savings which is again predominately household savings. Our housewives require awards for our growth not any western fund manager. It means that if the earning capacity of the workers can be increased in real terms then a company actually contributes to the national growth in ways apparently unseen. To my mind this is the real cost benefit of conducting a CSR activity where for a very small cost both the company and the nation benefit multi-fold.

c) In India, families are organized while governments disorganized. Organized family has been the mainstay of Indian civilization, culture and national wealth. So, can our course be designed to strengthen familial bonds to strengthen the economic base of the nation.

d) As a civilization, Indian culture places a lot of importance on 'learning' to the point of reverence and considered as a prime component of life and living.

With these in mind we set about designing an appropriate course for the workers with an eye to life long learning supported by the company.

The Practical Solution

The structure as it evolved centered around 4 main subjects, which were the following:

a) The practical applications of Science and Maths with an aim for self discovery by the participants in their daily work.

b) The practical application and use of English language with the objective of enhancing self esteem and understanding issues involved in their environment much of which were built on the use of English.

c) Skill enhancement to not only apply computer applications in a practical manner in their field of work but also to assist their supervisors in computer related work.

d) Personality and attitude improvement through understanding and discovering the self and eliminating weakness in personality and attitude through self rewiring of the brain. For this the method of 'graphology' was introduced and applied. 

Anyone willing to undergo the course was registered for the course. The company provided the necessary space and resources. However, each worker invested two hours of their own time for five days a week to undergo the program. The program has three levels of difficulty to master where a year for mastering each level was given to the workers. 

Four skilled facilitators leading 'authentic' lives took up the challenge to engage in movement.

Results

This pilot course is now two years old and the results have been more than astounding. Some of which are the following:

a) The workers self organized themselves to install a new machine in three days time before the engineers of the manufacturer could arrive at site for installation. When the service engineers arrived on the scene they were taken aback by the accuracy of the installation, which would have normally taken them five days to achieve.

b) All the workers showed marked improvement in their performance and quality as evidenced in structured surveys conducted by the company to monitor the progress and effectiveness of the training.

c) Many were found to operate computer applications to keep track of their own work and assist their supervisors in creating and maintaining production records.

d) Many found themselves in the permanent role of the company thus enhancing their pay and benefits that largely contributed to enhanced savings for their families. For some workers the average household 'savings' have doubled in two years time.

e) Large number of small innovations were done by these workers in a self organizing manner.

f) Many reported improved marital and family relationships that enhanced their internal motivation at work and living. There were many specific cases where participants were able to come out of emotional confusion, depressions, emotional distress and stress, migranes, effects of traumatic childhood expriences and personal limitations thereby leading more happier and productive lives.

g) Over 60% of the participants reported increase in household savings in real terms as compared to previous years without any real increase in wages compounded to an average inflationary rate of around 10%. 

h) And 100% wanted to continue the education for more years and even thought of converting it into a personal life long effort.

The moral:

Traditional workers’ training is 'physical' in its form and function. This new program addresses the issues of learning and improvement of work, life and living from the 'mental' and the 'spiritual' planes of human existence. If the results are any indicators, the way it has unfolded; the approach of addressing human issues and problems from the human spirit holds promises to redesign for the better many of our human activities in the future.

 

Sex & Design Thinking

I loved studying this story from a Design Thinker's point of view.

http://www.bbc.co.uk/news/magazine-15309357 (How the Joy of Sex was illustrated)

The challenge was to bring out an illustrated book on sex, which the publishers feared would not be accepted by the prevailing social consciousness of Europe.

The story has all the necessary ingredients and the intrigue that make up a thrilling story for a Design Thinker providing the necessary excitement to continue in his/her professional journey. I think it is a great story of how the publisher and the author overcame the challenges of the day to bring out something that was not only desirable but also needed to improve quality of life.

I feel this might be a good case study for Design Thinkers to ponder over and learn from.

 

Insights to be gained:

The important points on Design Thinking, well illustrated by the story, are the following:

1. Design and Design Thinking start out by challenging to change the existing reality. The manner in which it is done is 'counter-intuitive'.

2. It does so by understanding the present context and the constraints inherent in the context. It attempts to answer the question why.

3. It challenges given assumptions

4. Design Thinking feels, perceives and creates a mental construct through understanding

5. The learning takes place through prototyping and testing.

6. It then comes out with a Solution/Product and documentation

7. It constantly changes, evolves and adapts through 'becoming' matching new realities akin to Nature's cycle of creation, growth and destruction. 

 

 

Stop Looking for Jobs!

As the old industrial world, big companies, despots, tyrants, dictators tumble and collapse along with the old mindset the question of finding traditional 'jobs' are becoming rarer by the day. The old model simply refuses to work any longer the way it worked. Governments are bankrupt both for money and ideas. The education system is churning out certificates that are virtually not worth it since the old institutions for which these were meant for now belong to the quickly vanishing tribe of "neo dinosaurs". Nothing new can be created in the old infertile soil. The old and familiar playground of jobs is now simply turning into a desert.

So with no new jobs being created and with the older jobs vanishing what is left?

What is still left is work and lot of good and meaningful work that fulfill local needs and local skills. Recently back from my holiday trip to the wonderful land of Rajasthan this is one story of a man who started a movement called 'barefoot college' in Rajasthan. My insights weren't any different from that of his. The nomadic life that underlines the character of the place is probably the most efficient and effective way to live in this world now.

 

 

What we probably need now other than such barefoot colleges is the creation of effective and efficient net-worked economy of micro enterprises.

During my holiday trip to Rajasthan, I saw hundreds of opportunities for work and earning that are not being presently tapped into for survival, sustenance and prosperity.

That simply too much of an opportunity to pass up!

Why not Design Think Micro Enterprises created by outliers of the society and turning them into strong profitable entrepreneurs with Design Kata being a way forward to groom up such a class of entrepreneurs.

It might simply change the ways by which we live and work. It might also change the world and our societies and our whole outlook towards life to lead more sustainable and coherent lives.

What do you think?

Rapidinnovation

In my previous post I promised to introduce Rapidinnovation -- a school of practice on innovation, which exists but not made know to the world so far. I feel the time has come to reveal this school of practice.

For the last 31 years I have been solving problems in engineering and manufacturing industries. Though it wasn't exactly the profession I started out with but over time the love for solving problems snowballed into an insatiable passion. Soon the passion overflowed and spread to almost all areas of various types of manufacturing industries working on a variety of difficult, wicked and seemingly unsolvable problems.

Unique solutions were found that gave stakeholders benefits year on year. But there was something that was odd. The way the problems were solved did not match any of the existing methods and so called processes of problem solving and innovation. It did not follow BPR (Business Process Reengineering) techniques. Neither did it use Six Sigma or TQM (Total Quality Management) tools. Nor did it apply tools of TPM (Total Productive Maintenance) or TOC (Theory of Constraints). Neither did it completely resemble Systems Thinking or Design Thinking nor did it completely follow the traditional lines of CBM (Condition Based Maintenance) and RCM (Reliability Centered Maintenance) for addressing or solving machinery failures and problems. 

Soon, I understood that there was something unique in my Rapidinnovation practice, something "unnamed". It is definitely working in some way to which I could not put my finger upon for a long time. But the point was it was giving nothing less than outstanding results all the time. My teacher and mentor Prof Henry then named it Rapidinnovation, where the acronym stood for Reliability Availability and Performance Improvement through Design Innovation (Rapidinnovation).

That more or less defined the purpose and the approach in broad brush strokes. The purpose of innovation was clear. Any product of innovation, whether soft or hard must be reliable for the intended purpose (must not fail while working), must be available to perform for the desired time and also provide the desired Performance (for example, protect ecology, ensure safety, ensure value, alleviate sufferings, improve productivity etc..). And the approach to achieve the objectives would be through Design Innovation or Design Thinking. 

The area of application was also clear, which is as follows:

Innovations must be based on the 'NOW' (N). Innovation must be based on 'Present Failures' (F). Innovation must solve some 'Present Problems' (P). And NFP innovations must be guided and informed by reality. Otherwise it is mere distorted thinking or imagination to cover some unreal risks.

Looking more closely, I soon realized that it is different to all other schools of thinking on innovation. The difference was that while other schools insisted on specific tool set, techniques, processes Rapidinnovation was based on a few principles. The other important difference was stress on human understanding. While other schools of thought grossly ignore this aspect of development of human understanding which is the corner stone of Rapidinnovation approach.

To summarize, the important issues of Rapidinnovation are:

1. It is based on the basic premise of 'interconnected' and 'interdependent' whole.

2. It is based on a few principles of "becoming", "flow", "balance" and "change of states".

3. It is based on the development of human understanding rooted in 'non-fear' rather than heavy use of tools and techniques

However, it does not do away with domain knowledge expertise though at the same time it urges one to do away with firmly held notions, ideas and pet theories, which when often repeated exhibit hidden fears rather than confidence to make sense of reality, so essential to problem solving and innovation. In brief, it strongly discourages Fear Induced Innovation (FII).

There is another thing. Innovation is not only about 'exploration' that seeks new perspectives and ways. After an innovation is designed, implementing and putting it to proper use is 'exploitation'. Exploitation is doing routine things efficiently whereas 'exploration' forces us to think differently. So the two parts of innovation are 'Exploration' and 'Exploitation'. For balance, both are equally needed. One can't be separated from the other.

Since we need both Exploration and Exploitation we need both the skills of the left and the right brains. We need to think in both parts and the whole. We need explore as well as exploit. We need to be effective as well as efficient. 

Clearly we have now come to the ''inclusive'' age not the age of excluding this or that or trading this for that or insisting on 'one true way' or exhibiting 'holier than thou attitudes'. It is therefore time to get free of jargons and sound bites (efforts to create sort of myriad 'self identities') of all sorts and focus on what needs to be done to get inclusive results that help many. This is because Ideas and concepts of 'exclusion' do not resonate deep within and stir the human soul to do what it was always meant to do -- create and adapt.

And following the trends towards increasing openness and collaborative efforts Rapidinnovation conveys 'Openness' that allow people to create their own approaches, tools and techniques within the given principles of understanding the dynamics of Nature and Life. Weighing it down by any dogmas, insisting on specific tools and techniques would be not only unfortunate and counterproductive but also disastrous. It must remain open to reality and must remain contextually relevant to the time of application helping people solve their problems both personal and professional by their own 'free will' within the given contextual constraints of apparent 'determinism' aiming at balancing the dynamic paradox of the opposites. 

 

Fear Induced Innovation vs Rapidinnovation.

Here is a Facebook status update of Rahul, a friend of mine, who works as a consultant in Tata Consulting Services, and is presently engaged in improving the manufacturing process of a large gold jewelry manufacturing company in India:

"Last 2 days I got great exposure and learning while understanding with respect to India "What does Innovation means & How it happens" for the companies like Google, Intel, Yahoo, IBM, 3M, Infy, Wipro, Biocon and many more big & small enterprises from the CEO's, MD or VPs of these companies....The mandate came from Summit- Making Bangalore the Innovation Hub for Asia. (in the field of Manufacturing, Pharma, Energy...and obviously "IT" :) )"

It was obvious that he was quite happy attending this Summit. But I wanted to understand from him the deeper insights he gained from the interactions during the Summit. Few days later he came out with a terrific insight about the Summit and put that in as a comment to the discussion thread, which was the following:

"I found that almost all big companies are involved in doing innovation in the name of fulfilling the Future needs of the people, But they are not thinking much to solve the present "Wants of the mankind" specially the basic wants of low income group..i.e. food, water, energy, transportation, house, having regular income....Business house generally think this as a charity or CSR activity, but this is wrong, these issues have huge potential for doing Innovation and also have successful business models to sustain it.....It requires patience and focused approach from individuals and organization to address the problems of the larger section of our society."

Now that was something very significant and what I fear most about 'innovation' -- that is trying to do something for the future by completely ignoring the present.

Trying to do something for the future is insurance and not innovation. And insurances are always made to cover known and unknown risks and consequences. I call such innovations 'Fear Induced Innovation' (FII). And why is that? Risks are imagined or perceived - never real. So addressing such risks is done more out of fear than anything else -- just like any insurance policy we undertake. 

Paradoxically, such innovations based on fear or induced by fear are always risky, costly and most often do not serve any real purpose of the society in which they spawn and develop. They sap the resources of the society without paying them back adequately. The society is exposed to more risks than achieving solid gains in improving the standard of living of its citizens. Hence to cover such risks at low cost big companies are setting up their innovation centers in India and China away from their homelands. It is a sort of gamble that may not pay off in the long run.

What is the answer?

Innovations must be based on the 'NOW' (N). Innovation must be based on 'Present Failures' (F). Innovation must solve some 'Present Problems' (P). And innovations must be guided and informed by reality. Otherwise it is mere distorted thinking. 

I have classified the innovations that address the NFP (Now, Failures, Problem) as products of Rapidinnovation, which is a more inclusive form of practice under Design Thinking. I shall write on Rapidinnovation in my next blogs.

FII ('Fear induced innovation') is never the real one. CEOs are often found to run after FII to turn around companies. But they fail. No wonder, the CEO of Yahoo got fired over phone just two days back on 9th Sept 2011. CEOs of modern companies seem to work like 'freelancers' far removed from the ecology on which they operate, thrive and grow.

I feel that the need of the hour is to have Creative Leaders who understand the inclusive nature of innovation, or more specifically the inclusive practice of Rapidinnovation.

 

 

CL - The role of Creativity & Design

Many people take creativity and design to mean making things from 'spoons to cities' as the famous adage goes.

Sure it is. But there is something vital, which we generally tend to overlook.

I quote from Ralph Caplan's book, 'By Design: Why There are no Locks in the Bathroom'.

"...design at its best is the process of making things right. That is designers, at their best, create things and places that work. But things often do not work. And making things right is not just a generative but a corrective process - a way of righting things of straigtening them out and holding them together coherently."

In other words, it is a continual effort to correct problems or 'solve them' as they crop up, which they, for some strange reasons, come up every minute.

That is what the term Design Thinking is all about. It can be applied to 'right' anything we do as human beings.

Though the creative ability to 'right things' lies in every one of us we often don't get to see it being applied to make things 'right'.

Why is that?

 

 

CL - acronym that stands for Creative Leadership

CL - Design Kata

There was a recent and still on-going discussion on a Linkedin forum on "Pursue Design Kata" initiated by Paula Thornton, the owner of the Design Thinking group on Linkedin.

It tells very clearly what a 'kata' is. It is not a technique but a way of life for an organization to remain adaptive to constantly changing social and business environment.

In the video she refers to I wanted to portray this 'way of life' for an organization, which in this case shows a factory.

The case depicts the way in which people pursue a 'wicked problem' which in this case was that of a repetitive customer complaint. Wicked problems are not very easy to crack since these can't be defined and don't have very straightforward solutions or any single right answers.

Usually, in such cases industries try to resolve such problems by amending their 'check sheets' to include more inspections and precautions. Some of them would go a step further by simply reviewing and augmenting their existing systems without really finding out the real answers to the problem, which would generally call for a change in design -- of processes, products, design and existing practices much of which would be challenged especially the tacit assumptions that get woven into our daily work.

It is probably clear from viewing the video why finding answers to wicked problems, which every organization faces, are difficult to figure out. They are so because of the interdependent nature of various things that go into making and shipping of the products and services.The advantage of cracking such 'wicked' problem is enormous -- it opens up great opportunities to solve many problems and issues simulataneously.  I would like to compare solving such 'wicked' problems with the resonnance phenomenon -- we get the maximum work done for a small amount of effort.

Confidentiality terms prevent me from delving any deeper into this case. However, the educational intent and content, which form the worth of this video artifact have not been sacrificed or comprised with. Hopefully, it would not disappoint you in any way. Rather you may enjoy viewing a 'new way of life' in organizations that accept 'complexity' and 'chaos' as natural emergent phenomenon and visually determine the interactions between things and people that produce 'wicked' or 'vexing' problems so as to 'balance' their systems and continously amend their way of working for the benefit of the society at large. 

It helps organizations to be adaptive and innovative and at the same time helps them hone and maintain their creative leadership edge.

 

CL is the short form for Creative Leadership

 

 

CL - SWOT analysis of a System as a Whole

Once upon a time, there lived a stag in a dense forest. One day he went to the nearby water hole to quench his thirst. There he saw his reflection in the water and thought to himself, “I have got beautiful antlers but my legs are ugly. I can’t understand why God has given me such thin legs.”

Just then he heard a lion roaring at a short distance. The stag knew that if he stayed there, the lion would kill him. So he started running. The lion too started chasing the stag, The stag ran faster and faster and soon outdistanced the lion. But alas! All of a sudden the antlers of the stag got entangled with the overhanging branches of a tree. The stag struggled hard, but could not get his antlers free from the branches. He thought to himself, “My thin legs helped me to get away from the danger, but my antlers proved dangerous for me”. By that time the lion had reached there. He pounced upon the stag and killed him.  

 

MORAL:  SWOT Analysis must be done objectively keeping in mind the dynamics of a system that would change with time. It is the balance that we seek not the features of any part of a system in particular. The purpose of a system is what it does. It is the whole that is important. So there is a need to take a holistic view of anything.

 

Strengths:  Strength is a resource, a skill to be in tune to meet the market demands and stand firm with competitors. Systems are designed with certain intentions to produce a desired output.

 Weaknesses:  It is a limitation or deficiency of resources, skills, capabilities, potentialities, that affect effective performance. Or we can think of them as imperfections in the system that produces 'mess' during operation. These need to be identified early enough to avoid disasters.

Opportunities: One needs to grab the opportunities analyzing the positive and negative sides of the coin. A quick shift in viewpoint or perspective is needed. Multiple perspectives are welcome.

 Threat: They are like ticking time bombs which are to be diffused before they blast. These are unintended consequences that urges us to actively search them out.

 

Notes:

Indian story from Panchantrantra retold.

CL stands for Creative Leadership

Creative Leadership -- Question the Unquestionable

In the video that follows, Dr. R.A. Mashelkar shares with us three great stories of Creative Leadership for creating ultra low cost products.

He also shares the philosophy of designing and creating such great products.

It starts with a clear Intention.

The next step is to Question the Unquestionable.

And then it is all about combing Innovation + Compassion + Passion.

This appears to be the 3 step magic formula behind all the innovative products that have motivated the house of Tatas - one of the most respected business houses of India.

There is of course a great surprise that comes up towards the end of the video clip. I leave it to you to find it out -- a novel perspective on teamwork and how it motivated the life of Dr. Mashelkar.

Creative Leader of the Week -- Anupam Mishra

Anupam Mishra in his very characteristic eloquent style talks about the ancient ingenuity of water harvesting in India to provide bacteria free potable water to the masses without the help of modern chemicals and modern water treatment facilities.

Of interest to note are the following:

a) The techniques that were used.

b) The application of collective engineering

c) The sense of collective ownership of resources in India which runs in the culture even today

d) Community and culture lead projects based on wisdom and understanding systems and great design thinking ideas that squarely defeat modern engineering ideas.

e) Examples of collective participation and collective contribution to welfare of society.

Moral:

The understanding of social problems is limited by the social consciousness of a culture and design solutions must be based on the culture of the land to suit the way of life not to change the way of living.

Hope you would enjoy this talk.

Pranav Mistry -- Innovation + Compassion + Passion

Here is a thrilling story of an Indian innovator, Pranav Mistry.

His innovations with sixth sense technology are simply amazing.

Not only the technology he created is amazing but also the way he thought about them and went about creating them.

Surely it would serve as an all time inspiration to Innovators, Architects and Design Thinkers!

But what moved me most was his feelings for the masses.

He is virtually giving away his inventions and technology free through open source codes.

That speaks volumes about his deep spirituality -- that is combining compassion and passion to do good work for the society at large.

That is the new credo of modern living --> Innovation + Compassion + Passion (that is combining Wisdom and innovative Action)

That is what I understand by spiritual living with a purpose.

But my understanding is not important. What is your take on this?

 

 

Notes:

1.To learn more about his DIY (Do It Yourself projects, coming soon) visit: http://www.pranavmistry.com/projects/sixthsense/

2. To know more about him and how he gets ideas and work upon them see: http://blog.ted.com/2009/03/11/sixth_sense_pranav/

 

Ref:(Combining Wisdom and innovative Action)

1. Dharma and Creative Leadership

2. Artha The Means to Meaningful Life

3. Kama The Sensuality for Creative Leadership

4. Moksha The Path of Liberated Leader

Culture Based Design -- For Sustainable Economy

The continuing Global Economic meltdown and Japan's nuclear mishap are clearly man made disasters that caused lot of pain and agony to humanity as a whole.

How are we to come out of this crisis? Do we find a new way to survive? How do we stop environmental degradation? How do we build sustainable societies?

These important questions are not new. Even Neil Bohr expressed concerns on such issues back in 1950. Of course people did not care to listen then. They could afford not to listen. However, such questions were vigorously followed up by many activists and serious champions for the past 30 years or so.

Most predicted doom for the earth and humanity. Some thought that nothing might possibly be done unless individual consciousness or the way we think and act change for the better.

Nothing happened. Perhaps there was no need to. Critics were harsh when they sneered by saying that more than 95% of humanity suffers the 'boiled frog' syndrome. Others were frustrated and almost gave up. Still some wanted to find the culprits and punish them. 

But there are new signs of change. Harsh economic reality has rudely shaken us up from our deep slumber. It is like pouring ice cold water on our face on a winter morning.

What are these signs? More visible of these that catch our attention is the dramatic and swift wave of revolt sweeping over Middle East. People can't go hungry for sure.

However, there is another vital sign that is virtually going unnoticed -- sort of happening very quietly away from the glare of the media. And that is Culture Based Design (CBD) as I would like to call it.

In essence it is simple indeed. Look around what is unique in the culture of the land. Build up the economy through products and services based on the uniqueness of such culture. This is indeed a far cry from the standardized offerings being pushed around the globe by fairly large corporations who have no other business but to grow and keep growing richer at the expense of everything (champions of the old Industrial age thinking) only to flatten the earth.

Now this small but vital sign of Culture Based Design (CBD) might be a clue to greater unfolding possibilities to answer those serious unresolved questions humanity has been asking for the past 60 years.

Some examples might be in order:

1. Chinese are deeply studying the culture of India to design products that match the cultural traditions of India and her sensitivity. Recently during Holi (a spring festival in India) they did care to provide the accessories needed for the event -- designed and manufactured in China and sold in India at affordable prices. A win win situation for both countries.

2. Iceland whose economy was virtually wiped off by the Great Recession in a matter of days is hobbling back on its feet through intense design activity. They have tapped into the country's Nordic/Viking cultural heritage for their economic revival. As of now Iceland occupies the number 1 slot as the innovation champion displacing the mighty USA (as per ISEAD)

3. India is yet to leverage this idea as Chinese and Icelanders have done. But a new generation of entrepreneurs, mostly trained in the West, is successfully exploiting traditional culture and techniques coupled with narrative marketing (good old storytelling) in areas like jewelry and ornaments. 

What possibilities might unfold from this new phenomenon?

1. A paradigm shift from globally imported cultural criteria to more local home grown products and services based on traditional culture.

2. A sustainable economy that would look more distributed than unified and based on local needs and aspirations.

3. More job creation. People would have a choice to either work as laborers in dark and damp factories or in more exciting fields touched by the glow of human creativity. Education and knowledge gained through the traditional environment would be enough to create most jobs -- a far cry from Obama's urgent plea of 'go to college again or starve'. 

4. Solve the nagging problems of environmental crisis since such efforts are not energy intensive and have been around for centuries when issues of global warming were nonexistent. 

5. Cultural preservation is also ensured.

Hence Culture Based Design would need more serious attention and development if it were to become a part of the integral solution to sustainable livelihood and economy. New internet based social learning technologies would surely come to great help in this endeavor.This would be closely coupled to the Observation Based Learning (OBL) as proposed in my earlier posts. My guess is that CBD along with OBL would be evident in every sphere of a local economy even worming its way into traditional brick and motar companies barring major infrastructural activities.

A seriously inward looking world is unfolding its still rough and jagged edges poised to draw in lots of creative energy to throw up possibilities that would impact the way we live and think.

We shall live by design -- by the people, of the people and for the people!

I may be totally wrong or am I missing something?

 

Ref:

1. http://davidreport.com/the-report/design-culture-time-cultural-fundamentalism/

Management Upside Down - Sparkling Insights!

Rahul, a young Executive Director of a fast growing multi-national company startled by his nightmare broke into a cold sweat as he woke up.

What would happen to his vibrant flourishing business if the top management team who were ready to fly to Dubai for the annual sales conference in two days time died of a violent air crash? His global business would then come crashing like a pack of cards and there would be none to look after the vast wealth that has been created as he narrated his nightmare to me. 

"Why would that be?" I asked. 

"Isn't that obvious? All knowledge of running this company lies with these few chosen ones. Once they were gone wealth vanishes in no time" he replied emphatically. 

"But don't you think that sooner or later all of them would leave the scene anyway? What do you do then?" I quipped in response.

"Frankly I don't know. That has really kept me thinking. There are no Jack Welch or A M Naik who is determined to make his way up from the ranks. Don't know how to make even one?", Rahul voice trailed off pensively.

This story made me sit up and start thinking. Isn't this the same story for all companies all over the world? Aren't people fighting to find an answer to these deep questions on knowledge, leadership and organizations? What can be a possible solution to this business problem that has spread like an epidemic and refuses to let go of its iron grip on our lives?

Such difficult questions possibly can't be answered through a brilliant stroke of imagination. Many have tried without much success. To find an answer we would have to look at something deeper - the evolution of management from the early uncertain days of the industrial revolution to the present day where all time honored rules of management are headed for a grand collapse (Nature's Model). The clue lies there. 

This is how management always worked with minor and insignificant modifications here and there. 

It always started with a grand plan to make a profit. Don't suspect that I am against 'profit' or like to label it as a dirty word. Far from it! Profits are needed. It is blood of an organization. Anyway, to chalk out the grand plan a few old men (only now it is fashionable to include a few women too) sat together in a room called the board room to come up with a 'how to' list of making money from an idea. We called that strategy.

Once that was framed the next question that plagued these old souls was how the hell do we organize ourselves and operate? They then came up with exotic game plans, choc-a-block with funny rules and regulations, making the entire organization 'rigid' (if not frigid) 'air-tight' and 'water-proof' -- nothing can touch them, no secret can ever dream to escape, no employee can ever think of anything else but work, work and work...etc. They called it a 'system'.

With the system in place these grand old people heaved a sigh of relief. Half the job is done. Now we need some 'dedicated', 'loyal', 'trusted' servants (whoops! employees) to work their grand design called the system to their heart's content to churn out money. The model was no different to the 'factory model'. Pop in something and out pops something else from the other side of the machine.

Same was in business. So they carefully selected the 'servants' to work for them and just like selecting good machines they looked hard for the desired attributes for doing the back breaking jobs -- is he/she strong, healthy, good looking, has the right attitude??? (still couldn't figure out how they measure that), background, education blah blah blah... . They would take all pains just the way they would to pick the best variety of apples from the marketplace. It had to be rigorous since the 'chosen ones' like gladiators, would have to sweat it out for them in the next 2 to 3 decades.

But soon they found out that attributes of people change over time. They were not "behaving" like the machines they thought they got with so much rigor and patience. They started asking for things that weren't promised when they got in. That was something to worry about. What made them most worried was when they started thinking and suggesting and voicing their opinions on how to go about their jobs and perhaps how to do them better.

That wasn't good news to their old hardened ears. They have to stop them thinking. They are to be aligned to the goal of the organization. They are to be kept in line and on their toes. And they are to be occasionally whipped when they break rules or ranks to show who is the master and the lord that provides them their humble bread.

In comes the Human Resource Department, a sobriquet for the old fashioned Time Office and Personnel Department, whose only job was to keep employee behavior in check. Keep them in line. Indoctrinate them. Inject them with the lovely tunes of loyalty, feel good factor with a good day's job. Give them some butter if they do too well..... Spend time to correct the behavior of people not to say that a good amount of time, energy and resources went into managing work that consumed a large extent of people's productive time.

And what might happen when strategy, systems and behavior of people are all lined up? It would create work that produced goods and services of some value to thousands of customers. So a classic division was formed -- a small group of producers and an ever increasing group of consumers. More the consumers merrier the game became. All that  management had to do was to ensnare more and more consumers in their net and keep looking for more. The word was 'marketing'. 

This way of operating could be done for a pretty long time. All that was needed to keep this well structured machinery running was a pot of gold. Deeper the pockets better was the show which people thought would be perpetual in nature. At last management was able to create a perpetual machine that defied all known natural laws.

Did they? No. By 2008 everything that was so sacrosanct and held in high esteem started to disintegrate with the coming of the great recession. Big and seemingly invincible companies folded up. Unemployment kept rising. No new jobs could be created. Businesses faltered. And those that existed counted their days to doom.

The old way of functioning was definitely clumsy, complex, rigid and unmanageable that not only provided very little value to customers but also wasted a lot of energy in managing and keeping the system in order.

What traditional businesses failed to notice were the slow changes happening all around them in other spheres of human activities (Post Offices to #SM). Things were changing. And so did the nature of work. The fundamental change was consumers became producers and were blurring the line between producers and consumers. It happened to Post Offices, Schools, Publishing business, Consulting, Telephones, and was quickly spreading to all human activities in ways people would  have never imagined even a few years back.

The consumers created their own value independently and interacted and shared it with their network to create more value and consume it themselves at a price much less than the prevailing market price. The days of grand old institutions, middle men, dealers, publishers, advertisers were all but over.

In comes a new thinking and a new way to create and manage businesses and a lot of value  -- the answer to Rahul's nightmare.

The earlier model, basically static in nature and greatly determined by financial capital, was Strategy -- Systems -- Behavior -- Work -- Value.

In this model, Strategy informed the nature of work and the value that was created for the customer.

The new model is just the reverse of what we knew for so long. What happens when we reverse it? It becomes Value -- Work -- Behavior -- Systems -- Strategy. 

In this new model, 'Value' and 'Work' inform Strategy not the other way around. Therefore, it is more dependent on people including customers to participate, share and contribute their learning and knowledge in the economic process than being exclusively dependent on the strength of financial capital.

So, what might be the challenges for organizations to embrace the new way of working?

Some of these are:

1. How do we involve and engage customers and employees to participate in the 'value' creation process to create 'multiple values' instead of only focusing on the goal of generating profits (single value)?

2. How do we make 'work' observable and tractable from which everything else emerges?

3. How do we create a platform of emergent learning that spontaneously creates 'leaders' who co-produce wealth not spawn 'servants', 'managers' and 'bosses' who run the systems like mere cogs in the wheel?

Now that we have found the answer to Rahul's nightmare answers to these challenges would help him create simple yet intelligently superior and greatly adaptable organization that creates multiple values for the collective.

For Rahul his ghastly nightmares would be over. But he would now have more things to challenge his mind, which would surely be fun since he may now keep thinking while doing the new thing, learning and improvising as he goes along in his new journey.

He is well on his way creating history.

Wish him well!

But do ask me how history is being created.

 

Posted via email from dibyendu's posterous

Designing Our Future -- Distributed Living

This video of around 27 minutes gave me a great insight about how we would be living in the future and what type of design would shape it.

The video talk offers two central concepts, which are the emergence of 'distributed energy' and 'distributed information'.

This two when coupled forms a new emerging social pattern. That means that we are slowly and steadly drifting towards a new state.

How is that?

So long large electricity companies held the monopoly over energy. They produced it and then distributed it to thousands and millions of people. So we had a small group of producers and a large base of consumers. And consumers paid for their consumption whatever the producers demanded from time to time.

Similarly, schools, universities, publishers, newspapers, television companies and large organizations produced information and then distributed it to the public for consumption. The schools, universities and other organizations that held exclusive rights to the information decided on how such information would be distributed, when it would be distributed, how would it be distributed and how would people pay for consumption of such privilaged information.

All this is about to change. Changes are taking place in the way we are now creating and distributing information. Now individuals create information and share them with others who return the favor through their own contribution to the general pool of available information resources for the consumption of others. It is needless to mention that internet and social media brought about such dramatic changes in our modern lives. And it is has worked wonders. It has virtually wiped out all traditional newspapers in the US and elsewhere. We no longer look up an Encyclopedia for information. We click on Wikipedia for information. And most of the information is free, easily available and mostly accurate. I have virtually stopped visiting my favorite library for quite some time. I get what I want to know on the net. And if needed, buy books through online portals just with the same effort and ease I take to book my air, train and movie tickets. 

Post offices are no longer important source of distribution of information. We exchange information at the click of a button and email them all over the world in seconds. We are slowly making landline phones redundant. Mobile phones are now being used more for data usage & transfer rather than as a phone devices. We can now do all that talking for free through Skype and other similar platforms. 

The power of individual leadership is now unleashed. One can choose whom to follow, whom to have a discussion with, whom to turn to for advice in case of need and whose articles are worth the wait, time and effort. In short we can choose our teachers and choose what to learn. We are no longer dependent on old archaic structures that try to shove down our throats information which we care least about.

The power to do something now rests on the consumer not the producer.

If we choose to look carefully the same thing is happening in the energy sector. Centralized energy production and distribution are giving way to consumer driven energy production and distribution. First in the line were the industries. They went off the grid to have their own source of power. And they had a good reason to do that. It costs them lot cheaper than taking power from the grid. They did not stop at that. If they were left with any excess power they wheeled it back into the grid and sold the units they contributed. This further lowered the energy cost of manufacturing. Just to give an idea most were producing and consuming electricity at half the cost. With such an arrangement the consumer now becomes the producer and the consumer at the same time.

Others have been quick to follow. Individual homes are setting up their own power back up sources. At the lower end they store power in batteries and use it during power cuts. At the higher end consumers are producing their own electricity from alternative sources of energy -- wind, sun, tides and wastes. It covers almost the entire requirement.

We see similar changes taking place in the water supply systems. Earlier it was the Government's responsibility to provide its citizens with fresh, clean potable water. In many countries like India the system is broken. The onus or responsibility can no longer be taken care of by Government authorities. Hence people are now having their own water supply systems that provide them with clean potable water. The consumer has taken up the responsibility. And it is no longer centralized.

Where is all this leading to?

We are moving away from centralized systems to decentralized or distributed systems. The inherent contradiction between the producer and the consumer has automatically paved the way for people to assume the role of being both a producer and consumer at the same time. And there is something more. After consuming whatever is needed the excess is shared with other consumers in exchange for things others are willing to contribute and potential consumer are willing to accept.

Now we have a formidable combination of three important emergences, which are a) distributed energy b) distributed information c) contribution economy.

As we combine these three emergent properties new design possibilities open up that would have the potential to change the way we choose to live in the near future.

I would like to draw a potential scenario as follows:

1. Individual houses would give way to high-rise landscaped building complexes almost resembling a 'village' of yesteryears but far better and more complex.

2. Such complexes would produce their own energy from alternative sources -- solar, wind, waste, hydrogen cells, tidal and geothermal depending on the location and the circumstances.

3. And they would produce their own information -- for building or supporting education systems, training and developing others and offer services to others. 

4. They would create and maintain their own water sources and harvest whatever is available to make their system self sustaining.

5. They might choose to produce their own food sources and means of entertainment.

6. They would take support of effective alternative health systems that are way cheaper than traditional systems.

7. They would create their own local economies to make their 'villages' sustainable.

8. The occupants would produce and consume their own energy, information, water, food etc and combine them in novel ways to sustain their economies.

9. They would share the excess of what they consume with other neighboring 'villages' and also borrow from them what they need.

10. The possibilities are endless... a whole new world would open up.

The possibility of such new design is emerging. And the advantages of such designs are many, some of which would be the following;

a. Carbon free. It is estimated that 60% of the energy a nation consumes goes in housing and transportation.

b. Sustainable and more natural living under more natural habitats.

c. Save the bother and expenses to commute to work.

d. Moving away from monopolistic economies

e. The common man decides the way they live, produce, consume and work.

f. Act local and think global -- drawing on resources all over the world to meet specific local needs of the economy.

g. Contribution economy -- something quite different to both capitalistic and socialist forms of production and consumption.

h. Other advantages would be evident as we go along.

The best thing such designs offer would be to create self-sustaining societies that would primarily be sustained through social contribution of distributed energy and distributed information and sharing of resources. That is probably the beginning of a viable 'Contribution Economy'. An appropriate term for all these put together might be 'distributed living'.

However it is also evident that all societies would not progress towards this concept of 'distributed living' simultaneously. It definitely depends on the present conditions and the collective consciousness of our existing societies that grossly differ in terms of their social behavior that arises from their individual social context.

The first baby steps towards such design for a new way of distributed living is underway in some European societies (I just shy away from using the word 'nations' since this concept is becoming redundant in the modern context of distributed living). Such baby steps would set the trend for others to follow suit.

This is truly the century that throws up the distinct possibility of architects, designers, engineers, design thinkers, system thinkers and leaders to join hands to create a Brave New World.

It remains to be seen how we grab this upcoming opportunity and go forward to save us from natural extinction as human species towards which we are now headed for.

But I am sure of one thing. We now need more leaders at small group levels than ever before.

Where are they hiding?

 

Posted via email from rdarchitect's posterous

Designing Our Future -- Distributed Living

This video of around 27 minutes gave me a great insight about how we would be living in the future and what type of design would shape it.

The video talk offers two central concepts, which are the emergence of 'distributed energy' and 'distributed information'.

This two when coupled forms a new emerging social pattern. That means that we are slowly and steadly drifting towards a new state.

How is that?

So long large electricity companies held the monopoly over energy. They produced it and then distributed it to thousands and millions of people. So we had a small group of producers and a large base of consumers. And consumers paid for their consumption whatever the producers demanded from time to time.

Similarly, schools, universities, publishers, newspapers, television companies and large organizations produced information and then distributed it to the public for consumption. The schools, universities and other organizations that held exclusive rights to the information decided on how such information would be distributed, when it would be distributed, how would it be distributed and how would people pay for consumption of such privilaged information.

All this is about to change. Changes are taking place in the way we are now creating and distributing information. Now individuals create information and share them with others who return the favor through their own contribution to the general pool of available information resources for the consumption of others. It is needless to mention that internet and social media brought about such dramatic changes in our modern lives. And it is has worked wonders. It has virtually wiped out all traditional newspapers in the US and elsewhere. We no longer look up an Encyclopedia for information. We click on Wikipedia for information. And most of the information is free, easily available and mostly accurate. I have virtually stopped visiting my favorite library for quite some time. I get what I want to know on the net. And if needed, buy books through online portals just with the same effort and ease I take to book my air, train and movie tickets. 

Post offices are no longer important source of distribution of information. We exchange information at the click of a button and email them all over the world in seconds. We are slowly making landline phones redundant. Mobile phones are now being used more for data usage & transfer rather than as a phone devices. We can now do all that talking for free through Skype and other similar platforms. 

The power of individual leadership is now unleashed. One can choose whom to follow, whom to have a discussion with, whom to turn to for advice in case of need and whose articles are worth the wait, time and effort. In short we can choose our teachers and choose what to learn. We are no longer dependent on old archaic structures that try to shove down our throats information which we care least about.

The power to do something now rests on the consumer not the producer.

If we choose to look carefully the same thing is happening in the energy sector. Centralized energy production and distribution are giving way to consumer driven energy production and distribution. First in the line were the industries. They went off the grid to have their own source of power. And they had a good reason to do that. It costs them lot cheaper than taking power from the grid. They did not stop at that. If they were left with any excess power they wheeled it back into the grid and sold the units they contributed. This further lowered the energy cost of manufacturing. Just to give an idea most were producing and consuming electricity at half the cost. With such an arrangement the consumer now becomes the producer and the consumer at the same time.

Others have been quick to follow. Individual homes are setting up their own power back up sources. At the lower end they store power in batteries and use it during power cuts. At the higher end consumers are producing their own electricity from alternative sources of energy -- wind, sun, tides and wastes. It covers almost the entire requirement.

We see similar changes taking place in the water supply systems. Earlier it was the Government's responsibility to provide its citizens with fresh, clean potable water. In many countries like India the system is broken. The onus or responsibility can no longer be taken care of by Government authorities. Hence people are now having their own water supply systems that provide them with clean potable water. The consumer has taken up the responsibility. And it is no longer centralized.

Where is all this leading to?

We are moving away from centralized systems to decentralized or distributed systems. The inherent contradiction between the producer and the consumer has automatically paved the way for people to assume the role of being both a producer and consumer at the same time. And there is something more. After consuming whatever is needed the excess is shared with other consumers in exchange for things others are willing to contribute and potential consumer are willing to accept.

Now we have a formidable combination of three important emergences, which are a) distributed energy b) distributed information c) contribution economy.

As we combine these three emergent properties new design possibilities open up that would have the potential to change the way we choose to live in the near future.

I would like to draw a potential scenario as follows:

1. Individual houses would give way to high-rise landscaped building complexes almost resembling a 'village' of yesteryears but far better and more complex.

2. Such complexes would produce their own energy from alternative sources -- solar, wind, waste, hydrogen cells, tidal and geothermal depending on the location and the circumstances.

3. And they would produce their own information -- for building or supporting education systems, training and developing others and offer services to others. 

4. They would create and maintain their own water sources and harvest whatever is available to make their system self sustaining.

5. They might choose to produce their own food sources and means of entertainment.

6. They would take support of effective alternative health systems that are way cheaper than traditional systems.

7. They would create their own local economies to make their 'villages' sustainable.

8. The occupants would produce and consume their own energy, information, water, food etc and combine them in novel ways to sustain their economies.

9. They would share the excess of what they consume with other neighboring 'villages' and also borrow from them what they need.

10. The possibilities are endless... a whole new world would open up.

The possibility of such new design is emerging. And the advantages of such designs are many, some of which would be the following;

a. Carbon free. It is estimated that 60% of the energy a nation consumes goes in housing and transportation.

b. Sustainable and more natural living under more natural habitats.

c. Save the bother and expenses to commute to work.

d. Moving away from monopolistic economies

e. The common man decides the way they live, produce, consume and work.

f. Act local and think global -- drawing on resources all over the world to meet specific local needs of the economy.

g. Contribution economy -- something quite different to both capitalistic and socialist forms of production and consumption.

h. Other advantages would be evident as we go along.

The best thing such designs offer would be to create self-sustaining societies that would primarily be sustained through social contribution of distributed energy and distributed information and sharing of resources. That is probably the beginning of a viable 'Contribution Economy'. An appropriate term for all these put together might be 'distributed living'.

However it is also evident that all societies would not progress towards this concept of 'distributed living' simultaneously. It definitely depends on the present conditions and the collective consciousness of our existing societies that grossly differ in terms of their social behavior that arises from their individual social context.

The first baby steps towards such design for a new way of distributed living is underway in some European societies (I just shy away from using the word 'nations' since this concept is becoming redundant in the modern context of distributed living). Such baby steps would set the trend for others to follow suit.

This is truly the century that throws up the distinct possibility of architects, designers, engineers, design thinkers, system thinkers and leaders to join hands to create a Brave New World.

It remains to be seen how we grab this upcoming opportunity and go forward to save us from natural extinction as human species towards which we are now headed for.

But I am sure of one thing. We now need more leaders at small group levels than ever before.

Where are they hiding?

 

Posted via email from rdarchitect's posterous

Assessing Customer needs vs Collaborating to Co-create Wealth

Owens is a world leader in glass. It had ambitious plans in India. So it set up a few modern plants across India to produce glass bottles.

Its operation was ‘world-class’. They did everything by the book. No mistakes. But soon Owens lost out to its local rival Hindustan National Glass (HNG), a privately held Indian firm. And in a few years it was forced to sell its entire Indian business outfit except one plant to its rivals. Why?

The issue was inventory of finished goods. Owens went by the copy book style of having the minimum possible inventory, producing just what is needed as much as is needed at any specific point of time – all decided by their excellent management tools. But HNG held obscene levels of finished goods inventory, which other called – ‘insanely absurd’.

Theory informs that holding such insane levels of stock means death of the company. While Owens believed this, HNG didn’t. But in the end HNG won the race.  

HNG understood that their customers simply did not have a way of predicting and knowing how many bottles they might need and when they would need them. But there were certain times of the year when demand shot through the roof and stayed high for a few days.

HNG capitalized on this phenomenon. When such booms came HNG was ready with the necessary stock while Owens simply could not figure out a way to deliver the huge requirement in such a short time.  

Naturally customers preferred HNG to Owens and even paid the premium HNG demanded during such crisis periods. And they kept making obscene amounts of profits year on year.

Acquiring the Owens outfits made HNG still stronger and almost monopolistic in the market.   

Morale: Ship as much as possible and as quickly as possible when customers demand.

Are we collaborating with the customer to create wealth for both?

Posted via email from dibyendu's posterous

Well, this is not a problem...

'Well, this is not a problem at all. Just do this. And follow these 9 steps. I have already worked out the 79 different factors that are to be measured and analyzed to come to a meaningful solution. In Japan they just do like this'

Does it sound familiar? How many times have you heard something like this?

Though this comes from well-intentioned and seemingly knowledgeable bosses (after all they are supposed to know more than their subordinates) it is a sure killer and a show stopper for creating innovative and learning organizational climate, empowering people, team work, allowing people to fail and learn and design think of new and unique context oriented solutions that competitors can't even figure out.

Implemening powerful social learning solutions to transform such organizations and boost morale of the people are difficult if not totally impossible.

Posted via email from dibyendu's posterous

To be or Not to be Motivated

Two days back we were conducting a program on ‘Motivation and Team building’ for group of first line officers of an electronic component manufacturing company.

After inauguration of the course, with top managers still there to monitor, I asked the participants a simple question, ‘How many of you are motivated at work?’ In a second all hands shot up in the air as if it were a reflex action. I just couldn’t believe this. It was simply too good to be true. The next question naturally followed, “Why then do you think management selected you to attend a course on motivation and team building?”  Answers varied but the one that struck me most was ‘You have come to teach us how to be motivated. So we are in to listen to the tricks of being more motivated.’

Oh my God! ‘Teach’ motivation; ‘Tricks of being more motivated;’ did I hear correctly?

The top managers left the training hall happy with the belief -- the training has taken off well and was ‘interactive’. This was all they wanted to monitor.  

Long after the ice was broken and transformed into flowing water I put the question again, “How many of you are really motivated at work?” This time there was no show of hands.

Surprised, I queried, ‘What happened?’

Then one by one they opened up:

“To tell the truth, I just don’t feel like leaving my bed to come to office.”

“I have been working here for the past 16 years. None ever appreciated me or my work.”

“I think I am stuck with a stupid job. My bosses don’t believe that I am capable of doing something much better.”

“The pay I get is insufficient to take care of my child’s education in good schools’

And it went on and on….

‘So why did you say that you all were very motivated?’

‘We just pretended because the bosses were around. We told them what they would like to hear. Otherwise they would take it out on us during performance appraisal review.’

Are bosses/managers/leaders listening?

Can anyone remain motivated in an environment of fear or in an environment that sucks?

Posted via email from dibyendu's posterous

What Limits a System's Performance & Doing Something about it!

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 As a child I loved watching the trailing vortices of beautiful white plumes in the wake of commercial aircrafts flying majestically in the sky. I watched them as long as I could till the plumes gradually dissolved their presence into the blue sky.

Such vortices are strong, long and lingering. But, what might be the effect of such beautiful vortices on the system’s behaviour?

By the way, what system are we talking about?

The aircraft is a part of a much bigger system than we might immediately notice. The bigger system consists of the airport, the number of planes ready to take off or land, number of runways, air traffic control, signals, lights etc. These elements are well within our control or almost. However, some of the elements like atmospheric temperature, humidity, visibility are not within our control at all. 

We can easily understand that all these elements are interdependent on each other and produce a range of possible interactions between them. This we call as the "essence" of a system. The presence of this essence produces a range of behavior of a system that emerges in somewhat unpredictable or random manner. We call such possible and uncertain range or types of behavior (since we can't precisely predict) the 'emergence' of the system. Because of the 'essence' the 'emergence' takes place.

Obviously the essence and the emergence of a system effectively determines the behavior of the system and places an upper limit on a system’s performance.

Let us see how that might happen in the case of vortices generated by the interaction of an aircraft's movement and the wind?

These vortices stretch for miles across the sky trailing behind a large aircraft and endanger the planes that follow it or go across it by inducing drastic rolling moments, which might lead to the failure of the aircraft that follows or crosses the path of these vortices. Thus persistence and length of such vortices would govern the frequency of take off and landing of other planes in an airport. So, the 'essence' and the 'emergence' of the system determine the airport capacity and the limits of the system’s functioning and performance.

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Now, if we want to improve the productivity of the airport in terms of number of take offs and landings we immediately recognize the inherent ‘imperfection’ in the given system. Recognition of such inherent imperfection (in terms of the objecive we would like to achieve) would automatically lead us to innovate or design solutions to either eliminate the ‘imperfections’ or avoid them in case imperfections can't be eliminated totally or monitor them if we have no other way but to live with them.

Such solutions might take the form of a concentrated research work to alleviate these swirling wakes or shorten the length of the wake or we might think of building or using alternative runways instead of relying on one or we might think of increasing the air traffic corridors etc.  In fact, most major airports in the world have now increased the number of runways and the air traffic corridors to improve system performance.

That might be all well for running commercial aircrafts. But what might we do to save aircrafts from accidents during an air show?

During such airshows aircrafts would be forced to fly parallel to each other to avoid the dangerous trap of vortices (as shown in the photograph).Perhaps we need very skilled and experience pilots to perform such feats.

Summary:

The steps that we followed were::

1. Observe the system as a whole (what are the elements that make the total system)

2. Understand the range of possible 'essence' (number of possible interactions happening over time)

3. Understand the set of related 'emergences' or behavior of the system (in relation to the essence)

4. Understand the present objective function or purpose of the system as of now and in the future.(since objective function/purpose changes over time)

5. Identify the inherent 'imperfection(s)' that limits the system to achieve the present objective.

6. Find or design solutions to eliminate the imperfectons or avoid the imperfection if the imperfection can be partially eliminated or monitor the imperfection if it is not possible to eliminate imperfection(s) at all.(all imperfections can't be solved and might have to be lived with, but we may do that in a better way rather than give up).

7. Observe changes in the system over time (in terms of essence, emergence and objectives)

8. Set new objectives and goals to harness uncertainty for productive use.

9. Respond with new solutions and check performance and/or behavior of the system over time.

.

Posted via email from dibyendu's posterous

Social Learning from Toyota to E2.0

Toyota engineers emphasize that learning how to use the know how database does not make a good engineer. This is not to say that engineering database is not useful for learning. Databases are primarily born out of experience of other engineers who found that exceeding certain limits might cause a problem.

Databases are tools to provide guidelines and ensure that the engineer or the designer does not forget the key points. It certainly helps training young engineers and designers but fails to create a great engineer. A database can only provide the limits on possible design solutions. It helps an engineer to know when not to exceed a limit or keep something at some minimum. It certainly does not make him creative.

At times, there is a need to exceed limits or change the structure to make the system as a whole function better. This obviously calls for better design thinking that would involve learning by doing through prototyping, extra testing and field studies. If this proves OK then the previous level of social or organizational learning jumps to a new level. This is something like a quantum jump that is reflected through changed fractals within the entire organization. 

If the organization stagnates at any particular level of learning, say by sticking to the database, then everyone learns the same thing and we would see the corresponding fractals of that learning in everything the organization does or produces. With a quantum leap in learning the fractals within the organization change immediately reflecting new learning. 

But how would that possibly happen?Possibly we may learn about this from Toyota.

Real engineering would remain a creative activity that would involve innovative thinking to solve problems or provide the desired functions to the customer while treating database constraints as standards.

Toyota places great emphasis on developing know-how over time by doing the work under the guidance of a mentor because it is the only way to develop the real creative power of the engineer. Over the years Toyota has developed such mentors within the rank and file of their organization.

But this poses a problem.

Most organizations are filled up with doers and thinkers but not mentors or the wise ones as I call them. And with performance review systems in place (one of the 5 deadly organizational sins of Dr. Deming) it becomes still harder to develop mentors, teamwork and retain people who would be willing to learn over time.

So, what might be a new path of learning for most organizations since it is vital to developing and sustaining competitive edge?

To my mind E 2.0 has the potential to provide the new framework for social learning in organizations under natural work conditions. People would learn from each other. People would learn from the mistakes made by others. People would become aware of the customer problems and take steps to correct their thinking. The organization as a whole becomes aware, active and thinking.

E2.0 offers other advantages as well. It can seamlessly connect customers, outside experts, suppliers, trainers, mentors and every department of the organization into a cohesive whole all working towards a common purpose.

How to do that would be a creative design process in its own right.

Posted via email from dibyendu's posterous