Reference:Glossary of terms/The Analysis

Soclotechnlcal Systems Analysis

Managers typically focus on people problems; i.e. they discover a problem and immediatey stick a person's name on it. They then "solve" it by firing, reorganizing, training or motivating that person.

Sociotechnical systems (STS) analysis provides an alternative albeit imperfect - approach to redesigning existing organizations. When used creatively, it offers managers fresh insights into organizational functioning. STS analysis focuses on problems built into the system and recognizes that even though different people in a specific job will deal with these problems differently, the problems will remain until the system is redesigned.

The Scan

The first step in STS analysis is the scan. The scan develops a systems definition of the target organizational unit. It seeks to define the unit's inputs, outputs, transformations, boundaries, technical system, people, purposes, and problems. People often have varied and inconsistent ideas about what these are. (Such inconsistencies are one sign of a system functioning at cross-purposes). A hardnosed scan will often reveal a poorly defined organizational unit with inappropriate boundaries. Problems are redefined in systems terms.

Technical System Analysis

The technical system is analyzed as a transformation process comprised of a series of unit operations. The process is flow charted from beginning to end providing a map upon which systems problems may be identified and located. In multiple parallel process organizations, one or two may be analyzed as representative of all of them. The systems problems will tend to be endemic across the whole unit.

Unit Operation

Unit operation, a term borrowed from chemical engineering, refers to a definable change of state as part of the transformation process. In manufacturing, it refers to a step in the process; in administration, it may refer to a decision process. It is important that the set of unit operations cover the whole process and that each be reasonably sized so variances may be identified.

Variance

A variance is any disturbance, deviation or unplanned event that can have a negative effect on the throughput. Specifically, variances can arise from the environment, from the inputs, from the transformation process itself or the technical system. It is often assumed that technical systems are perfect and that all problems have their origin in human error. Managers like to blame people for variances. Unfortunately, however, technical systems are not perfect. Variances are expressions of the gap between the limitations of technology and design and the messy real world in which productive systems operate. People (the social system) deal with and control variances. Each variance is identified with the unit operation in which it occurs. Note that variances are always defined in systems terms, not people terms.

Variance Matrix

The variance matrix is a chart relating all of the variances so one can see which cause other complications down the line. The chart is constructed by matrixing the unit operations and the variances associated with each of them. Some variations set up long chain reactions of problems which quickly become critical to the system. They are identified as key variances.

Key variances may also be those critical to health, safety, quality or continued productive operation of the unit.

Some technical systems are non-linear. This is especially true of administrative functions, maintenance and services. In those cases, it is important to look out for variances within the process that loop back to affect earlier unit operations. For example, a lab test result may upset a whole series of prior diagnoses and patient care decisions.

Table of Variance Control

The key variances are laid out in a control table which identifies who in the social system presently controls key variances. The table also serves to focus attention on where variances can be controlled, who could control them, and what it takes to enable that control. It is the heart of STS redesign because it links the problems generated by the technical system to the capabilities of the social system. It exemplifies a basic principle of STS design: people are solutions, not problems.

Social Systems Analysis

There are many ways to analyze social systems. There are three basic questions to be asked in the analysis:

1. How does the organization function as a system?
2. What are the role relationships within and across system boundaries?
3. How do the members perceive the organization ,their roles and careers?

G.A.I.L.

The acronym GAIL refers to the four system functions that must be performed for an organization to operate effectively: goal attainment, adaptation. integration, latency (organizational maintenance). It is important to examine how each function is accomplished:

Goal Attainment

How do people interact to operate the technical system? What are the communication patterns and problems related to the information flow necessary to get the work out?

Adaptation

There is always change. How does the organization change its schedules, priorities, allocations of effort - how does it adapt itself - on an ongoing basis?

Integration

Given the many different things done by people, how is the system integrated? What are the communications linkages and means of coordination?

Latency

A sociological term for maintaining continuity in an organization as people change. How does the organization people its roles? This involves recruiting, training, reward systems, career paths and measurement. Often it is found that all of these functions operate at cross-purposes with the needs of the technical system.

Role Network Analysis

The role relationships and interactions are analyzed for individuals. within groups, and across system boundaries. Problems of conflict and ambiguity are often spotted in the analysis.

Individuals

The members of the organizational unit should be interviewed to gain insight into their perceptions of the organization, its functioning, their careers and how well their expectations are met.

STS Redesign

STS Redesign is a creative process whose purpose is to improve the quality of working life of the people in the system and increase the productivity of the system. The key is to expand the roles of people and to increase skill levels and decision opportunities so as to create better careers in the workplace by pushing variance control and headache management down to the operating level of the organization.