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Transcript of Presentation designingnon routineknowledgeworkfinal
Designing Non-Routine Knowledge Work
Carolyn Ordowich and Douglas Austrom, Ph.D.
Five Forces Shifting the Nature of WorkGratton
CONTEXT OF WORK
TECHNOLOGY
GLOBALIZATIONDEMOGRAPHY and
LONGEVITY
EN
ER
GY
R
ES
OU
RC
ES
• Technological capability increases exponentially
• Five billion become connected• The cloud becomes ubiquitous• Continuous productivity gains• Social participation increases
• The world’s knowledge becomes digitalized• Mega-companies & micro-entrepreneurs
emerge• Ever-present avatars and virtual worlds• Rise of cognitive assistants• Technology replaces jobs
• 24/7 global world
• Emerging economies
• China & India decades of growth
• Frugal innovation
• Global educational powerhouses
• World becomes urban
• Continued financial bubbles and crashes
• Regional underclass emerge
• Families become rearranged
• The rise of reflexivity
• The role of powerful women
• The balanced man
• Growing distrust of institutions
• The decline of happiness
• Passive leisure increases
• Energy prices increase• Environmental
catastrophes displace people
• A culture of sustainability begins to emerge
• Ascendance of Gen Y
• Increasing longevity
• Some Baby Boomers grow old poor
• Global migration increases
Task Uncertainty / Ambiguity
Com
plex
ity
L
H
Routine Non-routine
“Manual”Work
Knowledge Work
Change in nature of work
Mixed Models
Mixed Models
Efficiency
EffectivenessInnovation
QualityFlexibility
ServiceSustainability
Efficiency
Shifting Nature of Work
• Degree/nature of interdependence
• Volatility• Virtuality - time
zones, ICT, language, geography
• X-boundaries - functional/ discipline, organizational, sector, national, cultural
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What is Non-Routine Knowledge Work? • The primary task of knowledge work is non-routine
problem solving that requires a combination of convergent, divergent, and creative thinking (Reinhardt, Schmidt, Sloep, &Drachsler 2011). Knowledge work is typically non-repeated, unpredictable, and emergent.
• Knowledge work primarily involves the management of unstructured or semi-structured problems (Keen & Morton, 1978) characterized by imprecise information inputs, varying degrees of detail, extended or unfixed time horizons, dispersed information formats, and diffuse or general scope (Pava, 1983).
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Evolution of Sociotechnical SystemsThree Waves
Wave One: 1950’s-1970’s
Wave Three: 1990’s-Present
Wave Two: 1970’s-1990’s
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Evolution of Sociotechnical SystemsWave One: 1950’s-1970’s
Nature of the Work Design Principles*
• Routine work in single organizations
• Work groups with shared identity
• Single linear conversion process
• Joint optimization• Compatibility• Sociotechnical criterion
and variance control• Boundary location• Information flow• Design and human values• Multifunctional principle:
mechanism or organism• Support congruence• Transitional organization• Minimum critical
specification• Incompletion
* Albert Cherns, 1976
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Evolution of Sociotechnical SystemsWave Two: 1970’s-1990’s
Nature of the Work Design Principles**
• Non-routine face-to-face knowledge work in single organizations
• Individual performers with specialized expertise
• Multiple, concurrent nonlinear conversion processes
• Joint optimization• Self-design by the
members of the unit being changed
• Specify only those things that must be defined allowing for ongoing adaptation
• Multi-functionality and redundancy of functions
• Iterative and open-ended design process
* Cal Pava, 1983
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Evolution of Sociotechnical SystemsWave Three: 1990’s- Present
Nature of the Work Design Principles• Virtual, non-routine work• Work and workers
distributed across multiple locations and/or organizations
• Information and communication technology enabled
• Multiple, concurrent, nonlinear, independent, and interdependent conversion processes
• An iVUCA world***
• Whole systems optimization• Align on shared purpose and
mutually beneficial outcomes
• Promote dignity, meaning, challenge, mastery, autonomy, and self-determination
• Foster learning and knowledge sharing
• Supportive infrastructure and coordination system
• Minimum critical specifications
• Participative, iterative, real-time design, and mutual adaptation
*** Interconnected, Volatile, Uncertain, Complex, and Ambiguous
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STS Designing for Non-linear Knowledge Work1. Design By Principles
• With new technologies, design is increasingly becoming the product itself created through a complex network of entities. It is the ideas behind the products (now made more and more by machines) that make the difference between success and failure.
• Ideas can’t be organized the way physical objects can; people must be inspired to create and innovate.
• Competitive advantage is becoming an issue of not just actions, but beliefs. People are most likely to coalesce into groups of avid participants (high-performing employees, buyers, consumers, cause-backers, etc.) if the organization taps their strongest interests, talents and temperament through principles.
2. Design By Context• Contexts are simple maps or frames that help us deal with complexity. They
help to describe and handle certain parts of reality, but are not the reality itself. You can never fully understand complexity, but you can frame it within a certain context to solve a particular problem. The paradox is that by keeping the design frame simple, we can tackle complexity at every level.
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Coordinating System*Coordinating System*
Deliberations*Deliberations*
Pool of Shared KnowledgePool of Shared Knowledge
New InsightsNew Insights
Informed Decisions and ActionInformed Decisions and Action
* Based on STS values and principles.
Critical Design Elements for Designing Non-Routine Knowledge Work By Principles
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Three Contexts For DesignVertically Integrated
Decentralized Organization
Value Realization Network Issue-based Ecosystem
vs. Vertically integrated centralized organization
vs.. Traditional Supply Chains
vs. Large institutional programs
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Key Unit of Analysis -> Deliberations
Pava, 1983
• Deliberations are patterns of exchange and communication in which people engage with themselves or others to reduce the equivocality of a problematic issue.
• The salient elements of a deliberation include the … • Topics or problematic issues facing the social entity about which people
reflect and communicate• Forums in which they occur which may structured, semi-structured, or
unstructured or ad hoc• Participants both those who are currently involved and those who ideally
should be involved in the deliberation.• Coalitions whose purpose is to obtain the best outcomes from the inputs
of multiple perspectives, a novel organizing principle, which pushes the static positions of the organization chart into the background.
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Knowledge Work - the R&D Continuum
Pure Research Work
DON’T KNOW
WHAT
we are looking for
DON’T KNOW
HOW
to carry out the research
Pure Research Work
DON’T KNOW
WHAT
we are looking for
DON’T KNOW
HOW
to carry out the research
Applied Research Work
DON’T KNOW
WHAT
(i.e. end state or objective)
KNOW
HOW
to carry out the research
Applied Research Work
DON’T KNOW
WHAT
(i.e. end state or objective)
KNOW
HOW
to carry out the research
Exploratory Development
Work
KNOW
WHAT
DON’T KNOW
HOW
to achieve it
Exploratory Development
Work
KNOW
WHAT
DON’T KNOW
HOW
to achieve it
Advanced Development
Work
KNOW
WHAT
DON’T KNOW
HOW IN DETAIL
to achieve it
Advanced Development
Work
KNOW
WHAT
DON’T KNOW
HOW IN DETAIL
to achieve it
Start-Up (pilot plants, beta
testing) Development
Work
KNOW
WHAT
KNOW
HOW CONCEPTUALLY
to achieve it
Start-Up (pilot plants, beta
testing) Development
Work
KNOW
WHAT
KNOW
HOW CONCEPTUALLY
to achieve it
Scale-Up (volume & costs)
Development Work
KNOW
WHAT
KNOW
HOW OPERATIONALLY
to achieve it
Scale-Up (volume & costs)
Development Work
KNOW
WHAT
KNOW
HOW OPERATIONALLY
to achieve it
R1
R2
D1
D4
D2
D3
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Deliberations Across the Knowledge Generation Continuum
R1-R2Breakthroughs
R1-R2Breakthroughs
MYSTERIES ALGORITHMS
D3-D4Optimization of
Execution
D3-D4Optimization of
Execution
D1-D2Enhancements and Extensions
D1-D2Enhancements and Extensions
• Sense Making• Solution Generation • High Uncertainty• Exploratory• Focus on effectiveness• Don’t know WHAT, don’t
know HOW• Informal mutual adjustment
• Value Realization• Solution Delivery• Low Uncertainty• Prescriptive• Focus on efficiency• Know WHAT, know HOW• Negotiated plans, SOPs,
results
HEURISTICS
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Coordination Complexity Across the Breakthrough-Optimization Continuum
Mystery Heuristic Algorithm
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