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Justin Fidock Defence Science and Technology Organisation (DSTO) Australia (on attachment to Dstl)

Explore the rationale and importance of representing organizational behavior in military models, discussing existing models and proposing improvements. Learn about simulation models, C2IS, ORGAHEAD, and variables considered in organizational modeling. Discover strategies to enhance model quality.

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Justin Fidock Defence Science and Technology Organisation (DSTO) Australia (on attachment to Dstl)

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  1. Building representations of organisational behaviour in models of military HQ: A social scientist’s perspective Justin Fidock Defence Science and Technology Organisation (DSTO) Australia (on attachment to Dstl) jfidock@dstl.gov.uk

  2. Overview • Rationale - why model organisations? • Representing organisational behaviour - what features are important? • Existing models of organisations - how do they fare? • A way ahead

  3. Rationale for modelling organisations • The social science perspective • Correlational and experimental studies only get you so far • Simulation modelling facilitates exploration of dynamic systems (theory building, ‘in silica’ experimentation, organisational interventions)

  4. Rationale for modelling organisations • An OA perspective • Effectiveness of technical systems critically depends on how they are used • A level playing field for investment appraisal requires that the most appropriate process and practice for each technical solution be used (e.g. telephone versus e-mail) • Models need to be able to vary parameters that represent organisational behaviour attributes such as processes, as well as technical differences

  5. Environment Support functions Scale Usability Decision-making Resources Functionality Emotion/intuition People Technology Performance Performance Doctrine (In)formal Processes Structure Local workgroup practices multiplicity Culture Type: (bureaucratic, organic etc.) SOP Type: (risk averse, innovative, coercive) Diversity: (sub-culture, org culture, national culture) Organisational attributes and variables

  6. Simulation models of organisations • C2IS • Mission based approach to C2 modelling • ORGAHEAD

  7. Mission based approach to C2 modelling • Enables representation of the C2 process to be encapsulated in "agile, fast running simulation models” • Command agents ( military HQ) interact with each other in order to carry out the command and control process • Represents two forms of planning: rapid and deliberate • Rapid planning representation influenced by the recognition-primed decision-making model • Deliberate plan established at the start of the model run. Intention is to use genetic algorithms to ‘breed’ a number of different plans  selection of optimal. If the plan is not working then a plan repair process is activated.

  8. ORGAHEAD • A description of ORGAHEAD: • "as in any organization, a task or set of tasks is being done; each personnel member occupies a particular role in the organization, reporting to others, doing tasks, and gaining experience; and a strategic or management function tries to anticipate the future, assigns personnel to tasks, and determines who reports to whom" (Carley, 2000, p. 248).

  9. Environment Support functions Scale Decision-making Resources Emotion/intuition People Technology Performance Performance Doctrine (In)formal Processes Structure Local workgroup practices multiplicity Culture Type: (bureaucratic, organic etc.) SOP Type: (risk averse, innovative, coercive) Diversity: (sub-culture, org culture, national culture) Variables considered by these models Usability Functionality

  10. Environment Scale Resources Technology Performance Processes Structure Local workgroup practices Type: (bureaucratic, organic etc.) Variables considered by C2IS Support functions Usability Decision-making Functionality Emotion/intuition People Performance Doctrine (In)formal multiplicity Culture SOP Type: (risk averse, innovative, coercive) Diversity: (sub-culture, org culture, national culture)

  11. Environment Scale Resources Technology Performance Processes Structure Local workgroup practices Type: (bureaucratic, organic etc.) Variables considered by C2 modelling Support functions Usability Decision-making Functionality Emotion/intuition People Performance Doctrine (In)formal multiplicity Culture SOP Type: (risk averse, innovative, coercive) Diversity: (sub-culture, org culture, national culture)

  12. Variables considered by ORGAHEAD Environment Support functions Scale Usability Decision-making Resources Functionality Emotion/intuition People Technology Performance Performance Doctrine (In)formal Processes Structure Local workgroup practices multiplicity Culture Type: (bureaucratic, organic etc.) SOP Type: (risk averse, innovative, coercive) Diversity: (sub-culture, org culture, national culture)

  13. Improving the quality of representations • More organisational behaviour variables need to be represented • Need for complementary modelling approaches • The organisational behaviour variables considered here could be used as a checklist for model development • Models of organisational behaviour need to draw upon current scientific understanding of the domain • consult experts, read the literature, collaborate with social scientists, develop links with social science modelling community

  14. Any questions ?

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