Complementarity in systems modelling: an interdisciplinary research network

1. Complementarity in systems modelling: an interdisciplinary research network Mike Pidd Lancaster University

2. 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

3. Complementarity in systems modelling Practitioner world Theory & practice Theory & practice Academic world

4. 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

5. 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

6. 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?

7. 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) Initial participants

8. 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?

9. What’s a business process? My approach & software is wonderful Just give me something that works! Business process modelling Nuno Melao’s PhD research Practitioner Academic Consultant & software vendor

10. 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!

11. 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

12. 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