Geometry of Dynamic Structure by Diehl

8/9/2019 Geometry of Dynamic Structure by Diehl

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Electronic copy available at: http://ssrn.com/abstract=1431965

The Geometry ofDynamic Structure

A Fundamental Pattern of Organizational Architecturefor Adaptive Transformation and Success in a Changing World

Faith Diehl

Independent

PowerPoint 1999

Peer Presentation March 2006

PowerPoint plus introductory pages and references posted on SSRNJuly 2009

You may redistribute this document freely, but please do not post the electronic file on the web. I welcome weblinks to this document at http://papers.ssrn.com. I revise my papers and providing a link to the living document

ensures that the readers will receive the most recent version. Thank you.

Copyright 1999/2009-2010. Faith D. Diehl. All rights reserved.


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Electronic copy available at: http://ssrn.com/abstract=1431965

The Geometry ofDynamic Structure

Author: Faith Diehl

Email: [email protected]

Based: Atlanta, Georgia

The author is an independent researcher, consultant and author in the field of dynamic systemsarchitecture, with focus on organizational level governance, leadership and transformation.

Electronic copy of this paper is available at: http://ssrn.com/abstract=1431965



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Pain

QuestionsInsights

Tools



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today today

yesterday.


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profit = revenue - expense



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today



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Web-enabledportal

chaosfully-integrated-e-bizmeme

digital-communities

value-capture

digital-collaboration-systems

customer-service

legacy

seamless connectivity

adaptive-designcoopetition

cellular

DNA

singularity

T-1;T-3

supply-chain

band-widthmass customization channels

intelligence



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our world isincreasingly dynamic.



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?

What types of change

cause pain?



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throughout the environment



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rapid change

t ra

ns

p o

rta t i

o n

a nd

c o n

ne

c t

ivit

y



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rapid changetel ec

omm

uni c

ati on

s

and

con n

ectiv

ity



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rapid changeover

allc o

nn

ec

tivity

an

do

vera

llch

an

ge



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within the central core



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Wall Street Journal Fortune Wired Harvard Business Review

New York Times Barrons Harris Interactive Customer SurveysAnnual Business Report Quarterly Profit Reports Monthly

Financial Reports Weekly Sales Reports Daily Stock Exchange

Reports Quality Management Fish Bone Reports Fast Track Team

Reports CBS C-NBC ABC C-Span America OnLinee-mail spam amazon. Com Yahoo Ask Jeeves ISO 2000

Supplier Specs Boston Globe Economist San Jose Mercury

Washington Post Business Week CIO Forbes Daily Deal

London Times Newsweek Fox MSNBC Excite ComputerWorld bloomberg.com Computer World AltaVista DogPile

Metacrawler Wall Stree Search URL Wire Red Herring

Smart Money ceoexpress.com kpmgconsulting.com

information overload Copyright 1999/2009-2010. Faith D. Diehl. All rights reserved.


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structural stress

SILO

HIERARCHICAL

SCATTERED

COTTAGE INDUSTRIES

FLAT

CUSTOMER-FOCUSED

evo

lving

enterprise

arc

hitec

ture

?



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incr

easing

sp

eed

of

ent

erpri

se

lif

e-cyc

le

PRE-INDUSTRIAL AGE INDUSTRIAL AGE INFORMATION AGE

Key: Points of value-capture transition

?

structural stress Copyright 1999/2009-2010. Faith D. Diehl. All rights reserved.


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in every part of the infrastructure



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hu

ma

n

disconnects Copyright 1999/2009-2010. Faith D. Diehl. All rights reserved.


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hu

ma

n

cult

ura

l



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hu

ma

n

financial

cult

ura

l



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hu

ma

n

financial

cult

ura

l

time



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hu

ma

n

financial

te

chnology

cult

ura

l

time



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hu

ma

n

financial

te

chno

logy

inform

atio

n

cult

ura

l

time



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hu

ma

n

financial

te

chno

logy

physical

inform

atio

n

cult

ura

l

time



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hu

ma

n

financial

te

chno

logy

physical

inform

atio

n

cult

ura

l

time

p

rocess



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?



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?

What questions

are implied?

Pain of

change



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throw out all processes?

dig in our heels?

blame someone else?

deny that change is occurring?

cut salaries?

contract product lines?

invest in training staff?

tweak the numbers?

bargain for more time?

wait for the ax to fall? quit? Copyright 1999/2009-2010. Faith D. Diehl. All rights reserved.


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or

accept

the inevitability

of the unknown



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and learn to deal w ithchange

on a continual basis



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by identifying theconstants.



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What do we want toaccomplish?

our value creationfor our customers



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How w ill we do it?

our roles, processes,

technologies



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Negotiatingthe Port-Holewhile Hostinga MadTea-Party

AndMaintainingIntegrityThroughoutthe Journey

Leading Organizationsthrough Chaos

Faith Diehl Copyright 1999/2009-2010. Faith D. Diehl. All rights reserved.


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?

What insights

offer answers to the questions?

pain of

change

questions



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Coral: tetrahyperbarioal

where life began



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to the structure of complex

adaptable human enterprises.



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theinsight



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theinsightubiquityofstructure



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theinsightubiquityofstructure

Cellular cytoskeleton =Cellular cytoskeleton =Fossil corals =Fossil corals =

High performance teams =High performance teams =

High valuation corporations =High valuation corporations =

Effective partnerships =Effective partnerships =

Evolved governments =Evolved governments =

tensegrity structure



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cellular building-blocks




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CORE AND

CORE SUPPORTS

(INSIDE)





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CORE AND

CORE SUPPORTS

(INSIDE)

MEMBRANE

SUPPORTS

(OUTSIDE)





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CORE AND

CORE SUPPORTS

(INSIDE)

MEMBRANE

SUPPORTS

(OUTSIDE)

NETWORK

SUPPORTS

(INTEGRATORS)





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CORE AND

CORE SUPPORTS

(INSIDE)

MEMBRANE

SUPPORTS

(OUTSIDE)

NETWORK

SUPPORTS

(INTEGRATORS)





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CORE AND

CORE SUPPORTS

(INSIDE)

MEMBRANE

SUPPORTS

(OUTSIDE)

NETWORK

SUPPORTS

(INTEGRATORS)





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CORE AND

CORE SUPPORTS

(INSIDE)

MEMBRANE

SUPPORTS

(OUTSIDE)

NETWORK

SUPPORTS

(INTEGRATORS)





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cellular building-blocksTensegrity

Tetrahed

ron

Geo

m

etr

y

Buckminster Fullertensegrity structure



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building-blocks ofocean corals & creatures




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team building-blocks




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TEAM LEADER;

CONTENT EXPERTS

CUSTOMER UNDERSTANDING

FORAGERS;

OUTCOME EXPERTS

Robert

John

Pat

KevinKelly





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TEAM LEADER;

CONTENT EXPERTS


FORAGERS;

OUTCOME EXPERTS

FACILITATORS;

INFRASTRUCTURE

PROVIDERS

Susan

Robert

John

Pat

Andy

KevinKelly





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TEAM LEADER;

CONTENT EXPERTS

(CORE SUPPORT)(CORE SUPPORT)


FORAGERS;

OUTCOME EXPERTS

(MEMBRANE SUPPORT)(MEMBRANE SUPPORT)

FACILITATORS;

INFRASTRUCTURE

PROVIDERS

(INTEGRATORS)(INTEGRATORS)

Susan

Robert

John

Pat

Andy

KevinKelly





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TEAM LEADER;

CONTENT EXPERTS

(CORE SUPPORT)(CORE SUPPORT)


FORAGERS;

OUTCOME EXPERTS

(MEMBRANE SUPPORT)(MEMBRANE SUPPORT)

FACILITATORS;

INFRASTRUCTURE

PROVIDERS

(INTEGRATORS)(INTEGRATORS)

Susan

Robert

John

Pat

Andy

KevinKelly




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Susan

Andy

Kevin

Pat

John

Robert

Kelly





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HRCEO

Marketing

Finance

R&D

Production

CHARTER;CHARTER;NUCLEUSNUCLEUS

CORE SUPPORTCORE SUPPORT MEMBRANE SUPPORTMEMBRANE SUPPORT

INFRASTRUCTUREINFRASTRUCTURE

corporate building-blocks




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INFORMATION FLOW (relevance, accuracy, completeness)INFORMATION FLOW (relevance, accuracy, completeness)

INFORMATION FIT (time, place, clarity),INFORMATION FIT (time, place, clarity),

INFORMATION RESONANCE (isINFORMATION RESONANCE (is heardheard ))

HRCEO

Marketing

Finance

R&D

Production

corporate building-blocks;including band-w idth




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HR

EnvironmentalTax

Litigation

PARTNERSHIPPARTNERSHIPAGREEMENTAGREEMENT

CORE SUPPORT:CORE SUPPORT:

MANAGING PARTNER(S)MANAGING PARTNER(S)& PRACTICING ATTORNEYS& PRACTICING ATTORNEYS

MEMBRANE SUPPORT:MEMBRANE SUPPORT:

PRACTICING ATTORNEYSPRACTICING ATTORNEYS

INFRASTRUCTURE:INFRASTRUCTURE:

STAFF; DATABASESSTAFF; DATABASES

partnership building-blocks




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President

CongressSupreme Court

CONSTITUTIONCONSTITUTION

JUDICIARYJUDICIARY LEGISLATIVE BRANCHLEGISLATIVE BRANCH

EXECUTIVEEXECUTIVE

BRANCHBRANCH

Legislature

government building-blocks




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Leading Organizations through ChaosNegotiating the Rabbit-Hole . while hosting a Mad Tea-Party

Part 2: Alice in Memeland



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insight #2



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integration is critical



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womens inner psychological life centers on

connectionfor them, difference is a markerof human condition, not a problem to be

solved.

In a Different VoiceCarol Gilligan



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cognitive reframing for effective emotional

listening, called mirroring, is a requirement

for learning.

Emotional Intelligence

Daniel Goleman



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culture is the way in which a group of people

solves problems.Riding the Waves of Culture

Fons Trompenaars


bl i h l ili


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notable exceptions to the glass ceiling arein the communications and entertainment

industries. there, rapid change and highly

segmented customer markets requires

highly sophisticated, flexible integration for

survival and growth.

In the Company of Women

The New Yorker


Part 3:

Th h h L ki Gl


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Leading Organizations through ChaosNegotiating the Rabbit-Hole .. While hosting a Mad Tea-Party ..And not Loosing Sight of Who You Are

Through the Looking Glass



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insight #3



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all living organisms



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have the same DNA



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embedded in every single cell.



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on a primitive basis,chartering forms the DNA.


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more digitally evolvedorganizations

use portal technologyto embed DNA.


?insights

pain of

change

questions


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what new tools would

enhance the value of these insights?



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Neither the naked hand nor the

understanding left to itself can

effect much. It is by instruments

and helps that the work is done,

which are as much wanted for theunderstanding as for the hand.

Sir Francis Bacon



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tools to evaluate: structure integration

DNA



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are different

than the tools forevaluating profit

and loss.


For example:


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For example:measurement of fidelity to the optimal geometric structure:

# of cells without key components (gap analysis)

# of strategic cells missing components (focus)

measurement of recognition of infrastructure significance:

# integrators per cell mass

reward system for integrative behaviors

measurement of DNA dispersion:

% of staff with access to system wide planning documents

% of staff with understanding of their role in big picture


The Results Nimbleness


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The Results NimblenessFlexibility to discern when to change on a dimeand what to wisely hold constant with regard to:

customerscustomers

core missioncore mission

enablersenablers (technology, financing, people

management, structure, processes,culture)

whole systemwhole system mechanisms to anticipate,

sense, respond, adapt and propagate



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DONT STOP rewarding the hunters

the customer service, marketing,

and core production specialists Copyright 1999/2009-2010. Faith D. Diehl. All rights reserved.

DO START rewarding

integrative facilitationth l d th t l t th


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integrative facilitation,the people and processes that plant the

seeds, that are the hub of

communication, that keep in mind the

long-now. they are the sine qua non

for all organic transfers of information.they fit components together. they

transform entropy to information.they are the G-proteins of complex

social structures. Copyright 1999/2009-2010. Faith D. Diehl. All rights reserved.

The Solution Ad ti D i


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The Solution Adaptive Design

Constitution

Judiciary

Executive

Legislative

Using design to find order

and opportunity in the chaos.

Clement Mok Copyright 1999/2009-2010. Faith D. Diehl. All rights reserved.

Growth, evolutionary growth,

is set into motion


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is set into motion

when a molecule chances upon a partner

capable of information transfer.the conditions are ripe for transfer

if the molecules

have closely complementary shapes,

are in proximity,

and if one emotes an electro-magnetic energythat pulls them together.


so, to create conditions that invoke

spontaneous growth, means to provide


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spo ta eous g owt , ea s to p ov deopportunities for:

flexible components (integrators)

to be in proximity (structure)

to cross pollinate (DNA)

as their instincts and the instincts of

their cohorts see fit, within the context

of organizational DNA. Copyright 1999/2009-2010. Faith D. Diehl. All rights reserved.

Imagine a world where geometric principles

and aesthetic design guide the assembly

of all matter, including atoms in the living phase.

Imagine a world where life ranges


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g g

from the microscopic

to the organic orchestration of corporations and governments.

Imagine a world where information exceeds fact,

where learning is defined by the flow of timeand the transitions from one phase to another.

Imagine a world where boundaries arent limits,

but the next ripple toward an eternity,

shaped by the constancy of never-ending waves of enthusiasm.

Imagine a world where mass-less particles,

from phonons to photons to the voices in telephones

catalyze forms that are greater than the sum of their parts.

Imagine a world where human striv ing is understood

in the language of Bucky architecture, elastic intervals and field theory,

opening doors-of-perception to new points-of-view and new realities.

Imagine a world where imagination is released,

where quantum consciousness opens each of us

to a meta-consciousness that is all of us .

Faith Diehl 1999



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References

Auletta, Ken, In the Company of Women, The New Yorker, April 20, 1998.

Brickley, James A., Clifford W. Smith, Jr., and Jerold L. Zimmerman. Managerial Economics and Organizational Architecture, 5th edition,McGraw-Hill/Irwin, New York, 2009.


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cG a / , e o , 009

De Jong, Gerald, Elastic Interval Geometry Java Applet, 1999.

Fuller, Buckminster, Synergetics; Explorations in the Geometry of Thinking, Macmillan, 1975.

Gilligan, Carol, In a Different Voice: Psychological Theory and Womens Development, Macmillan, 1993.

Goleman, Daniel, Emotional Intelligence: Why it Can Matter More than IQ, Bantam, 1995.

Hampden-Turner, Charles and FonsTrompenaars, Riding the Waves of Culture: Understanding Diversity in Global Business, McGraw-Hill, NewYork, 1998.

Ingber, Donald, The Architecture of Life, Scientific American, January, 1998.

Jensen, Michael C. and William H. Meckling. Theory of the Firm: Managerial Behavior, Agency Costs, and Ownership Structure, Vol. 3, 1976.

Lewin, Kurt, Field Theory in Social Science: Selected Theoretical Papers, Harpers & Bros., New York, 1951.

Loewenstein, Werner R., The Touchstone of Life; Molecular Information, Cell Communication, and the Foundations of Life, Oxford UniversityPress, New York, 1999.

Mok, Clement, Designing Business: Multiple Media, Multiple Disciplines, Hayden Books, 1991.

Teilhardde Chardin, Pierre,The Phenomenon of Man, Harpers & Row, New York, 1959.


Geometry of Dynamic Structure by Diehl

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