Complementarity in systems modelling: an interdisciplinary research network

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Complementarity in systems modelling an
interdisciplinary research network

• Mike Pidd
• Lancaster University

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Background interdisciplinary networks in systems
theory

• EPSRC concern is fundamental research on system
  theory needed?
• Initial stimulus growing complexity and scope of
  business social systems
• Need to reach beyond disciplinary boundaries
• Feb 99 workshop, in collaboration with BT
• Call for proposals
• interdisciplinary networks
• relevant to EPSRC concerns
• OR specifically mentioned

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Complementarity in systems modelling
Practitioner world
Theory practice
Theory practice
Academic world
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Complementarity in systems modelling

• Models as
• would-be representations of the real world
• used to investigate options
• used to investigate how things are
• need to be validated in some way
• devices to support debate
• used as ideal types
• part of procedural rationality, beyond the
  calculus of rational choice
• validation remains a problem

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Hard versus soft approaches
HARD
SOFT

• Stresses technical work
• Avoids conflict disagreement
• Assumes unified objectives
• Models the 'underlying reality'
• Relies on sequential rationality
• Separates process from content
• Organisationally naive

• Stresses facilitation
• Recognises importance of conflict disagreement
• Makes no assumptions about objectives
• No search for 'underlying reality'
• Cyclic or multi-pass approach
• Outcome process x content
• Organisationally sophisticated

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Some research questions(as on the proposal)

• Complexity versus simplicity
• how simple, how do we know, simple always best?
• Computer-based support for linking hard soft
  approaches?
• Real-world issues
• what types of problems make the greatest demands?
• specific contexts where complementarity matters?
• Links to other aspects of system theory?

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Initial participants

• ACADEMIC
• Lancaster Pidd, Checkland, Kowlaczyk and
  Westcombe, et al
• Strathclyde Belton et al
• RMCS Holwell

• PRACTITIONER
• BT Lyons et al
• Shell International Paterson
• DERA Robinson (Forder)

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Some issues for today

• 15 minutes on our interests
• Identify issues
• Agree a series of meetings
• Decide who else to invite
• Set up criteria against which to evaluate whether
  we succeed or not?

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Business process modelling
Nuno Melaos PhD research
Practitioner
Academic
Consultant software vendor
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A business process is ...

• A deterministic machine
• A sequence of tasks organised around a customer
  focus
• A complex dynamic system
• interconnected subsystems
• A set of interacting feedback loops
• needs to be viewed in systems terms
• A social construct
• may not really exist
• Multifaceted!

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A survey of business process modellers in the UK

• Examined use/non-use of business process
  simulation
• 225 UK practitioners, 37 response
• use of simulation very low
• saw little added value in using dynamic models
• prefer simple models (flow charts, spreadsheets
  etc)
• most projects very short
• stressed importance of human behaviour in
  business processes
• Contrasts with claims of software vendors
  consultants

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Business process modelling needs ...

• Better tools
• more flexible
• easier to use
• model human behaviour
• Better methods methodologies
• not good enough to treat people like
  inter-changeable resources and machines
• Complementary viewpoints