Sociotechnical Systems: Guide for Understanding and Designing Org Systems, Study notes of Psychology

Download Sociotechnical Systems: Guide for Understanding and Designing Org Systems and more Study notes Psychology in PDF only on Docsity! A Guide to Sociotechnical Systems Adam Johnson April 29, 2003 Psy 791 Dr. Wagner Sociotechnical Systems I. Table of Contents 2 II. Acknowledgments 3 III. Introduction What are Sociotechnical Systems? 4 IV. Principles of Sociotechnical Design 5 V. A Sociotechnical Design Method 12 VI. Summary 17 2 Sociotechnical Systems There are 10 general principles of sociotechnical design. These principles have become the standard for defining and developing organizations through the sociotechnical systems method. They will each be described in this section of the guide. Compatibility Minimal Critical Specification Variance Control Boundary Location Information Flow Power and Authority The Multifunctional Principle Support Congruence Transitional Organization Incompletion 5 Principles of Sociotechnical Design Compatibility Sociotechnical Systems The first principle, compatibility, is arguably the most important. The design of the system must match the objectives of the system. For example, if one objective of the system is participative management then the design of the system must involve the participation of invested parties. However, involving nearly everyone in the system can be problematic and lead to conflict. Therefore, the use of consensus decision-making by the designers will help solve some of the conflicts. Every decision made about the system design should incorporate both technical and social considerations. The second principle, minimal critical specification, has two main parts. One part is that essential elements of the system have to be specified. Another part is that anything non-essential should not be specified. While these two parts seem contradictory, they mostly point out that keeping options open is the best way to operate. By specifying non- essential elements of they system, one has limited the system’s flexibility and ability for the system to adapt to changing environmental conditions. For example, in a manufacturing system it could be considered essential for the finished products to be transferred from the production center to the quality control center before shipping. However, one should not immediately specify exactly how the products should be transferred. Alternative ways for transferring 6 Minimal Critical Specification Sociotechnical Systems products should be developed through consensus and examined later to determine the most efficient way. In the end, it is best to keep in mind that there is no one “best way” to achieve objectives. There are certainly differences in legal or ethical aspects of achieving objectives, but keeping realistic options open is the key to flexibility. The third principle, variance control, does not refer to variance in the statistical sense. Variance, in sociotechnical terms, is an unprogrammed event that can critically affect system outcomes. Variance needs to be minimized. One common problem is that organizations use techniques that fix the consequences of variance rather than the source of them. One example is a quality control mechanism in a system. Traditionally in organizations quality control represents a separate department from the production or manufacturing departments. The quality control department does not fix the source of variance within products, but rather the consequences of them (removes and recycles defective output). If some kind of inspection is in place within the production department, then people can judge their own work and learn from their mistakes. Miscommunication across departments also leads to variance. Following the quality control example from above, an inspection process within the production department reduces the amount of (mis) communication across departments about inspection. This allows the people most involved in the production of output to be responsible for the variance within it. 7 Variance Control Sociotechnical Systems The eighth principle, support congruence, refers to the desired similarity between reward systems and management philosophy. For example, if team performance and responsibility is required and evaluated (therefore part of the management philosophy), then team performance should be reinforced and rewarded. Rewarding individual efforts in this case is not consistent with the management philosophy. The ninth principle, the transitional organization, addresses what should be done when the organization is in a state of change. This can be more difficult than it seems at first glance. For example, how does one maintain a central line of production while configuring and training for a new line of production? One action that is frequently discounted is the self-selection of individuals. An alternative to screening out individuals for new jobs, departments, or developments is to allow the workers themselves to decide if they want the job. Assuming that the workers are already qualified, their self-selection will aid in the process of change. Training can also be improved through self-selection. If certain workers do not want to take on the new responsibilities or tasks, then there is no need to train them. If the organizational change does involve a reduction in the workforce, then the organization should aid the individuals who are leaving. 10 Support Congruence Transitional Organization Sociotechnical Systems The tenth principle, incompletion, stresses the need for ongoing evaluation and redesign. Recognizing that the environment is dynamic, all organizational systems should have an evaluative aspect that can constantly monitor and start the process of change and redesign. The fundamental point behind this principle is that stability is an illusion and is merely a moment between transitions. One sociotechnical method for designing work systems consists of seven stages. Note that throughout this method the principles of sociotechnical 11 Incompletion A Sociotechnical Design Method Sociotechnical Systems design are expressed quite clearly. Each stage will be described in this section of the guide. Formation of Overall View of the System Initial Mandatory Allocations Allocations Between Humans and Machines Allocations Between Humans Dynamic Allocations Global Examination of Allocations Proposed Allocations The first stage involves a breakdown and analysis of the current system that will be changed. Common categories of criteria for 12 Formation of Overall View of the System Sociotechnical Systems For example, optional task allocations can be used during periods of high or low activity. If the workload of tasks at a certain time of year were too high for a given role, then it would be advantageous to allow additional roles to share those tasks. These optional allocations can include both human and machine interactions. In addition, there might be circumstances where a certain amount of overlap is desirable. Developing dynamic allocations allows for additional human operators (or technological systems) to verify the tasks or output of others. The sixth stage is a review of the assignment of tasks and the arrangements made within the proposed system. All of the allocations must be checked to ensure that the categories of criteria (from the first stage) of the system will be met. Furthermore, the desired alternatives need to be measured with respect to the current technology and personnel available. If the technology or personnel does not allow for the alternatives to be met, then the alternative allocations must be reassessed. Constraints on the system must also be considered. A review of the dynamic allocations will help determine whether or not the system will be flexible enough to handle unexpected environmental factors. The seventh and final stage is a complete record of the decisions made using this method. 15 Global Examination of Allocations Proposed Allocations Sociotechnical Systems It should include all the proposed roles (both human and machine) in the system, the desired alternatives, the design decisions, and the preferences and rationale for each choice. The sociotechnical system is one method for designing organizations and work systems. This method is characterized by the balance of the human (social) and technological elements of the organization. 16 Sociotechnical Systems The sociotechnical systems method considers organizations to be systems that are open to the environment. Consequently, organizations are flexible and should be able to respond and adapt to environmental changes. There are ten principles of sociotechnical design. In general, these principles guide the design of an organizational system so that it is responsive, efficient, and maximizes coordination. The ten design principles also guide the reduction and correction of sources of variance. Variance includes any unintended or unexpected event that impedes system outcomes. One example of a sociotechnical work design has seven stages. Throughout the stages, the trade-offs of allocating tasks and activities to the human or technological elements of the organization are being analyzed. First and foremost, legal, ethical, and practical restrictions must be observed. In addition, different levels of human-technology interaction can be explored. 17