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Human Activity System (HAS) Maps visually illustrate and capture the “flow” of causes and outcomes in a problem situation. In HAS Mapping a problem situation is viewed as occurring within a “system”, a Human Activity System (HAS), where the “system” allows a problem situation’s causes and effects to be identified and shaped into a causal relationship flow map, so underlying issues and their interrelationships can be better recognised and addressed. The flow of causes to outcomes within a problem situation can be developed, for example, based on using, for example, “but-for” analysis (i.e. “but for an act or omission of X, Y would not have occurred”), and “Why- Because” analysis. HAS Maps are versatile and can be applied to investigating, assessing, and addressing a wide range of problem situations.
Citation preview
Proventive Solutions
Version 3
November 2013
Human Activity System (HAS) Mapping
Mapping the flow of cause to outcome in problem situations David Alman
Human Activity System (HAS) Mapping
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Contents Abstract ................................................................................................................................................... 3
1. What are HAS Maps? ......................................................................................................................... 4
2 Characteristics of HAS Maps ............................................................................................................... 4
2.1 HAS Maps are “system” maps ...................................................................................................... 4
2.2 HAS Factors in HAS Maps .............................................................................................................. 5
2.3 Perspective levels in HAS Maps .................................................................................................... 6
2.4 Integrating HAS Factors and Perspective Levels to form HAS Maps. ........................................... 7
3. Capturing the problem situation in HAS Maps ................................................................................ 10
Conclusion ............................................................................................................................................. 11
Notations............................................................................................................................................... 12
References ............................................................................................................................................ 15
Attachment 1 HAS Maps showing how the template adapts to differing problem situations ............ 16
Performance Issue: Causes of client service dissatisfaction ............................................................ 17
Performance Issue: Customer Contact Centre Issues ...................................................................... 18
Health & Safety Issue: Workplace injury.......................................................................................... 19
Employee Grievance – Employment entitlement ............................................................................. 20
Employee Grievance: Workplace Harassment complaint................... Error! Bookmark not defined.
Performance Issue: IT Division Performance issues ........................................................................ 22
Human Activity System (HAS) Mapping
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Abstract
Human Activity System (HAS) Maps visually illustrate and capture the “flow” of causes and outcomes
in a problem situation.
In HAS Mapping a problem situation is viewed as occurring within a “system”, a Human Activity
System (HAS), where the “system” allows a problem situation’s causes and effects to be identified
and shaped into a causal relationship flow map, so underlying issues and their interrelationships can
be better recognised and addressed.
The flow of causes to outcomes within a problem situation can be developed, for example, based on
using, for example, “but-for” analysis (i.e. “but for an act or omission of X, Y would not have
occurred”), and “Why- Because” analysis.
HAS Maps are versatile and can be applied to investigating, assessing, and addressing a wide range
of problem situations.
Human Activity System (HAS) Mapping
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1. What are HAS Maps?
Human Activity System (HAS) Maps [1] capture causes of organisational problem situations, and
their outcomes, in “flow” maps.
HAS Maps are:
Visual and an easy to grasp way to explain what is involved in a problem situation.
Flexible and can be applied to a range of problem situations.
Able to identify and focus on core issues and key points for improvement.
Able to express a problem situation in a way that lends insight and understanding to causes
involved, and how they interrelate.
A wide variety of problem situations can be explored using HAS Maps, and in this paper examples of
workplace performance; employee complaints; workplace Health & Safety; and work unit
performance are provided to illustrate their versatility.
2 Characteristics of HAS Maps
2.1 HAS Maps are “system” maps
HAS Maps are “system” maps in that they capture problem situations through “system”
characteristics [2]. This in turn means that HAS Maps view and treat problem situations as
problemed “systems”.
In this respect HAS Maps use system characteristics when assessing problem situations, such as:
Identifying the Purpose that describes the aim or goal of HAS Maps, which is the basis for;
Identifying the interacting causes and outcome factors within problem situations; using
Different lenses or perspective levels [3] to identify causes and outcome factors within problem situations;
Recognising the context within which problem situations and the factors involved; and
That HAS Maps form a boundary around problem situations in terms of what is included and excluded; and
“Symptoms”, also described as “System conditions” or “events”, are shown as the outcomes of both problem situations and HAS Maps.
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In Diagram 1 this “system” is put together to show how they “nest”, interrelate, and interact as a
whole to form a “flow” model in HAS Maps.
Diagram 1 Problem Situations as HAS Map flows.
2.2 HAS Factors in HAS Maps
In organisation settings Human Activity System (HAS) factors are a useful guide in terms of what to
look for, and can provide the breadth-range – of cause factors could be considered around a
problem situation [4].
HAS factors can include:
A Purpose that describes the aim or goal of a Human Activity System. In HAS Maps the
purpose describes the aim or goal to describe problem situations as HAS Maps. For
example “To identify...”; To investigate...”.
Problem situations as HAS Map “flows”
Characteristics
What is covered in problem situations form the Boundary for HAS Maps
The Context is relevant to both problem situation and HAS Map content
The problem situation provides the Purpose or aim for HAS Maps
Problem situations have symptoms that are HAS Map Outcomes
The Cause factors are identified using different Perspectives in HAS Maps
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The Meaning contained within problem situations such as values, beliefs, norms, attitudes,
assumptions, rights etc;
Social relations including conflicts, leadership styles, use of power, social networks;
Material factors such as:
o Human Design (e.g. technology, policies, rules, roles, competencies, processes,
reporting standards, accountability structures); and
o Environment, both built and natural.
The HAS Model factors in Diagram 2 shows examples of interacting causes in problem situations.
Diagram 2. HAS Model factors with example causes
2.3 Perspective levels in HAS Maps
HAS Maps include different perspectives, lenses, or “ways of seeing” a problem situation [5]. This
allows a problem situation to be explored from different angles, and for cause factors involved to be
better recognised and understood. Perspective Levels provide a “depth” to the range of causes
recognised as involved in problem situations. These Perspective Levels are listed in Table 1.
Meaning Values, Beliefs, Attitudes, Assumptions, Norms, Culture, “Rights”
Human Design (Means)
Management systems, practices, processes, standards, procedures, reporting structures, policies, rules, roles, competencies
Outcomes of the problem situation
Social Relations Leadership styles, behaviours, relationships, conflicts, disputes, collaborations, power, influence, social networks.
Environment (Natural & Built)
Including fuel, water, temperature, lighting, work space, building conditions
Purpose – to describe the aim of the HAS Map situation
Material
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Perspective Level Explanation
Purpose Aim or Goal
Referential Values, priorities, intentions that provide meaning and a basis for assessment, judgement, measurement.
Governance How resources are organised, directed, coordinated, structured, such as management systems, organisational structures.
Transactional Interactions covering, for example: Designed work processes, practices, activities, behaviours, and social relations.
Transactions can also include human interaction with;
Physical conditions such as built and natural environments such as building configurations and conditions, and eco-systems.
Table 1 HAS Map Perspective Level Framework
HAS Maps “flow” through each of these Perspective Levels. Where Perspective Levels allow for
consideration of different ways of seeing and understanding the causes involved in problem
situation. Causes are traced in a consequential “flow” form through these Perspective Levels in a
linked and interrelated way to outcomes [6].
2.4 Integrating HAS Factors and Perspective Levels to form HAS Maps.
There is an alignment between HAS Factors, as exampled in Diagram 2, and Perspective Levels, as
exampled in Table 1. This alignment is illustrated in Diagram 3 in the following way:
Purpose: Both the HAS model and Perspective Level Framework include a Purpose.
Referential: Referential Perspective Level and Meaning are equivalent terms providing
underlying sources of self reference that influence how we see and do things.
Governance: Refers to how things are organised or arranged providing rules and constraints and
control on how things are or expected to be done. This can include issues relating to Human
Designed factors such as reporting arrangements, production and service delivery system design,
role design.
Transactional: covers two aspects:
o Human Designed processes, procedures, practices within, for example, production and
service control systems. As well as interactions between people (Social relations) such
as behaviours and practices. Such transactions include interactions between the Human
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Designed and people, for example how people and the computer systems and
equipment they use to do their work. Transactions can include the interaction of people
with:
o Physical surroundings such as the built and natural environments. This can include
building conditions; and other physical aspects of a human designed environment such
as chemicals, and machinery, as well as the natural environment like eco-systems, and
biohazards.
In HAS mapping we are looking across different Perspective Levels for the causes of a problem
situation, referencing HAS factors as prompts, and tracing them in cause “flows” to work out what
causes are involved; how they interact; and how they affect outcomes.
Diagram 3. HAS Map showing flow direction of cause factors across Perspective Levels
HAS Maps therefore have the potential to identify both immediate issues for improvement, and
underlying key issues relevant for significant sustainable change.
Purpose:
Human Activity System (HAS) Map
Referential
Level
Governance
Level
Transactional
Level
Outcomes
Flow direction
Meaning Such as the values, assumptions, and beliefs that
cause appreciation of particular priorities and intentions and not others
Means How things are organised, directed, structured
such as plans, organisation structures, accountability reporting
Social relations and Material How people and processes and the physical
environment interact
Outcomes Consequential outcomes
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The theoretical HAS Map model in Diagram 3 is exampled in Diagram 4. Diagram 4 examples a
performance issue: Delays in processing payments.
Diagram 4. HAS Map Example
Human Activity System Map
Purpose: Identify causes of delays in processing payments
Delays in processing payments
Inefficient work practices
Loss of staff Staff incompetence Increased return
of defective goods
Supervisor behaviour
Lack of training
Basis of Product Selection Reliability Testing
Poor “on boarding”, role induction,
training programs
Poor selection & performance management
Inefficient processing system
Manual practices Computer system
Lack of role accountability
Belief in a low cost / high volume
marketing strategy
Senior management attitudes influence a culture of conflict
Senior management focus on an efficiency organisation,
not “capability”
Customer complaints
Group behaviour
Transactional Level
Governance Level
Referential Level
Work overload
Outcomes
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Additional HAS Mapping examples are provided in Attachment 1 and cover:
Performance Issue: Client service dissatisfaction
Performance Issue: Customer Contact Centre Issues
Health & Safety Issue: Workplace injury
Employee Grievance: Employment entitlement
Employee Grievance: Workplace Harassment complaint
Performance Issue: IT Division Performance issues
These HAS Map examples diagrammatically show problem situation causes and their relationships,
flowing through different Perspective Levels, to understand problem situation causes to their
outcomes.
In practice more detail could be, and may be, required to satisfactorily complete a HAS Map. For
this reason the HAS Map examples in Attachment 1 should be viewed as illustrative of how a
problem situation can be captured.
3. Capturing the problem situation in HAS Maps
A Narrative approach can be used to gather information and contributions from those involved in
the problem situation through discussions, stories, conversations, examples, and explanations of
issues, along with supporting qualitative and quantitative material.
Narratives can take place, for example, through interviews, facilitated workshops, and Open Surveys.
Maintaining participant and stakeholder confidence and trust in what is shared is important and
therefore HAS Mapping occurs in an environment where confidentiality and privacy are conscious
matters for consideration and are respected. Addressing confidentiality and privacy issues are
important in also encouraging openness and the sharing of information and viewpoints on causes
involved in problem situations.
Through the consolidation, or “convergence”, of material from narratives and other sources,
material is integrated and “streamed” into a flow of interacting and interdependent causes using a
HAS Map “model” template. The cause and outcome flows in a HAS Map should be unforced and
“fit & work”, that is demonstrate both construct and face validity [7]
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A “but-for” test can be used in the development of HAS Maps. The “but-for” test, for example, can
be based on a “balance of probability” to develop a cause and outcome flow. That is, “but-for an act
or omission of X, Y would not have occurred”. Alternatively other forms of analysis can be applied
such as using a “Why-because” analysis [8].
Conclusion
HAS Mapping offers versatile and visual means of identifying and understanding the causes of
problem situations, and also shows how these causes and their outcomes are interconnected within
problem situations.
These problem situation causes involve Human Activity System (HAS) factors, and described as a
Human Activity System (HAS). Problem situation causes are identified by using HAS factors as
prompts, or checks, and by progressively taking different Perspective Levels through which to
identify the causes involved. There are options available in how to analyse causal relationships and
develop HAS Map flows, such as applying “but-for” and “Why-Because” sequences.
A HAS Map Model template provides guidance in how to structure and sequence causes to
outcomes that may include linear and non linear interactions that also result in flow lines that form
HAS Map flow diagrams.
Once such HAS Maps are developed, because they intend to illustrate a whole problem situation’s
causes and outcomes, it is believed to assist better understanding and ways to address problem
issues.
A range of HAS Maps are exampled in the Attachment to example how a HAS template can be
developed; how HAS Mapping is versatile; and how to investigate and assess a wide range of
problem situations.
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Notations
[1] HAS Maps are based on integrating several Systems Thinking (ST) concepts and models. This theoretical foundation includes:
A Human Activity System (HAS) that contains “system” characteristics. This is explained further in Notation [2].
An analysis of a HAS, as a system, that involves considering points of view at different Perspective Levels. Refer to Notation [3].
HAS factors relevant to organisations as a system. This is explained further in Notation [4].
Perspective Levels, as Levels of Abstraction, that contain causes that interact and influence each other, varying from purposeful at the Referential Level to physical at the Transactional Level. This is explained in Notation [5].
HAS Maps that summarise and visually construct a flow model of a problem situation. Refer to Notation [6].
Developing HAS maps that involve qualitative analysis with similar needs of validation, and checking. Refer to Notation [7]
HAS Maps as causal flows of cause to outcomes, and can be developed and checked using techniques such as “But-why” and “Why-because”. See Notation [8].
[2] Rosalind Armson in “Growing wings on the way” (p136,137) describes fundamental features of systems:
1. A boundary defines the system as separate; 2. An environment is not part of the system, but influences the system and what the system
influences; 3. Subsystems are part of the system; 4. Subsystems and system are part of a connected hierarchical structure; 5. Subsystems have specific relationships with other subsystems, and changes to these affect
the behaviour of the system as a whole; 6. It has a purpose; 7. A system shows emergence- it is an entity in its own right, not a collection of parts.
In this article these system features are addressed as follows: 1. The HAS Map defines its boundary 2. The environment is that which is excluded from the HAS Map, but within which the HAS Map
occurs and therefore provides context; 3, 4 & 5. The subsystem characteristics and their relationships are expressed through:
a. Factors in a Human Activity System (HAS) Model, see Notation [4]. These HAS factors provide a checklist of subject issues that could be involved, and are linked to three Perspective Levels.
b. Perspective Levels are “Levels of abstraction”. That is they are multi-level structures that describe issues or activities at different levels. See Notation [5].
6. The HAS Map, as a bounded system, has a purpose upon which it is based. 7. The HAS Map may be viewed as an “entity” in its own right.
[3] Federica Russo in “Are causal analysis and system analysis compatible approaches?” (p7) cites Bunge that in carrying out a systems analysis, a HAS Mapping is a system causal analysis, that such an analysis “studies many-sides and multi-level systems and for doing so must adopt various points of view on different levels”. [4] Factors in a Human Activity System (HAS) are drawn from two sources:
“Cultural-historical Activity Theory (CHAT) and Developmental Work Research (DWR)”; and
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Soft Systems Methodology (SSM), specifically David Patching in “Practical Soft Systems Analysis” (p8,9), where a Human Activity system is described as “systems where human beings are undertaking activities that achieve some purpose. These systems would normally include [characteristics of] other types, such as social, man-made, and natural systems”.
[5] Rasmussen, Pejtersen, and Schmidt in “Taxonomy for Cognitive Work Analysis”, describe in Figure 10 (p43) Levels of Abstraction. This Levels of Abstraction is moderated using that found in Naikar, Hopcroft, & Moylan in “Work Domain Analysis” in Table 2 (p9). Levels of Abstraction are equated in the following Table to Perspective Levels as referenced in this paper, and result in HAS Map outcomes.
Levels of Abstraction Perspective Levels
Purposes Purpose e.g. aim or goal of the HAS Map
Priorities Referential e.g. values, priorities
General work activities & functions
Governance e.g. how resources are organised
Specific work processes Transactional e.g. activities and physical causes
Physical objects
[6] HAS Maps, as flow models, draw from both the Risk Management Framework (RMF), sometimes referred to as ActorMaps, and AcciMap methodologies of Rasmussen. These are outlined in Waterson & Jenkins in “Methodological considerations in using AcciMaps and the Risk Management Framework to analyse large-scale systemic failure”. From the RMF are drawn its two main components:
A structural hierarchy to describe actors actions at different Perspective Levels; and
Description of the contextual factors influencing the activities of actors. From AcciMaps, the flow mapping vertically integrates causal relationships across Perspective Levels. These Perspective Levels, as explained in Notation 5, as Levels of abstraction. [7] David Alman in “Open surveys and their analysis” provides an explanation of a process of capturing confidential narrative and the “convergence” involved in qualitative analysis from data to (system) model. That such an analysis also involves checking validity. The blog provides an introduction to “Fit & Work”, otherwise explained in the Notation in terms of Construct and Face Validity. [8] Anthony Hopkins in An AcciMap of the Esso Australia Gas Plant Explosion uses a strict “but for” logic to construct an AcciMap where breaking any one link in a causation flow could avert unwanted outcomes. Working through causation flows can offer a wide variety of ways in which unwanted outcomes could be addressed. This “but for” logic can also be applied in the development of HAS Maps. Such causal flow maps show the complexity involved in a problem situation, a complexity that also show how unwanted outcomes are preventable. The “but for” logic can be used for constructing a HAS Map The But-for definition is explained by Duhaime in terms of the law of Tort where, on the “balance of probability” (in civil law cases), a chain of causation is followed where in effect “but for the act or omission of X, Y outcome would not have occurred”. Peter Ladkin in “Why-Because Analysis of the Glenbrook, NSW Rail Accident and Comparison with Hopkins’s AcciMap”, examples the application of “Why-Because Analysis” on a “But-for” AcciMap,
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and provides two methodologies to cross check the accuracy and adequacy of HAS Maps. In effect this means that on a HAS Map one could:
Apply a Why-Because Analysis approach to Governance and Transactional Perspective Levels;
Apply, subsequently, a Cultural – Causal Analysis to the Referential Perspective Level.
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References
Alman, D. Open surveys and their analysis Website: http://proventivesolutions.wordpress.com/2012/08/09/open-surveys-and-their-analysis/ Armson, R. (2011). Growing wings on the way: Systems Thinking for messy situations. Axminster, UK: Triarchy Press.
But-for definition from Duhaime.org. Website: http://www.duhaime.org/LegalDictionary/B/ButFor.aspx Helsinki University. Centre for Research Activity Development and Learning (CRADLE). Cultural-historical Activity Theory (CHAT) and Developmental Work Research (DWR). Website: http://www.helsinki.fi/cradle/chat.htm Hopkins, A. An AcciMap of the Esso Australia Gas Plant Explosion Website: http://www.qrc.org.au/conference/_dbase_upl/03_spk003_Hopkins.pdf Ladkin, P. Why-Because Analysis of the Glenbrook, NSW Rail Accident and comparison with Hopkin’s Accimap Website: http://www.rvs.uni-bielefeld.de/publications/Papers/Ladkin-Glenbrook.pdf Neelam, Hopcroft, & Moylan Work Domain Analysis: Theoretical Concepts and Methodology Website: http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA449707 Patching, D. (1995). Practical Soft Systems Analysis. London: Pitman Publishing. Rassmusen, Pejtersen, & Schmidt Taxonomy for Cognitive Work Analysis Website: http://www.risoe.dtu.dk/rispubl/reports/ris-m-2871.pdf Russo, F. Are causal analysis and system analysis compatible approaches? Website http://blogs.kent.ac.uk/federica/files/2009/11/Russo_CausalAnalysis-SystemAnalysis.pdf
Waterson, P.E. & Jenkins, D.P. Methodological considerations in using AcciMaps and the Risk Management Framework to analyse large-scale systemic failures. Website: http://dspace.lboro.ac.uk/dspace-jspui/handle/2134/7944
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Attachment 1 HAS Maps showing how the template adapts to differing problem situations
HAS Map of a Performance Issue: Causes of client service dissatisfaction
HAS Map of a Performance Issue: Customer Contact Centre Issues
HAS Map of an Health & Safety Issue: Workplace injury
HAS Map of an Employee Grievance : Employment entitlement
HAS Map of an Employee Grievance: Workplace Harassment complaint
HAS Map of a Performance Issue: IT Division Performance issues
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Performance Issue: Causes of client service dissatisfaction
from IT sofware
Human Activity System Map
Purpose: Identify causes of client service dissatisfaction
Transactional Level
Referential Level
Executive emphasis on maintaining existing
processes & practices over continuous improvement
Changes based on seeking efficiencies from IT software
improvement
No operational improvement plan
Customer complaints not
investigated: No “root cause”
investigations
No management system for balancing workloads or staff
rotation.
Insufficient training in role
standards
Management decide to terminate staff based on anticipated IT Software efficiencies
Governance Level
Implementation problems and delays before management action redundancies
Increased workloads
Employees sense lack of management support
Staff stress claims increase
Increased staff absences
Drop in productivity
Loss of clients & client dissatisfaction
Outcomes
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Performance Issue: Customer Contact Centre Issues
Human Activity System Map
Purpose: Identify Customer Contact Centre Issues
Outcomes
Transactional Level
Governance Level
Referential Level
Run Customer Contact Centre at
minimal cost
Update of Customer Contact Centre information by “back
end” a low priority
Customer Contact Centre standards and practices
not up to date
“Back end” policy and information not
up to date
Initial customer contact
Enquiry Process
Specific responses to customer
queries
Enquiry completion
Negative feedback not recognised in comments, nor fedback in
Customer Contact Centre
Positive customer feedback
Negative customer
feedback
Customer feedback system in place but not
effectively applied
Lack of Interpersonal customer skills training
& refresher training
Human Activity System (HAS) Mapping
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Health & Safety Issue: Workplace injury
Human Activity System (HAS) Map
Purpose: Accident investigation
Outcomes
Transactional Level
Governance Level
Referential Level
Priority on efficiency & cost cutting
H&S risk management practices not reinforced
Management priority on production
outcomes
Machine maintenance schedules affected by cost
cutting decisions H&S checks not carried out
Delays in routine machine maintenance
schedules
Machine guard sensor not operating
Machine guard not functioning
Employee rushing to complete job
Slip on oil leak on machine platform
Press operator injured by machine
Time off on Workers
Compensation
Injury subject to external
investigation and penalty
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Employee Grievance – Employment entitlement
Human Activity System Map
Purpose: Conflict analysis of a grievance – Application of time-off provisions.
Outcomes
Transactional Level
Governance Level
Referential Level
Employee Management
Importance of supporting young child with no family
support available
Employee shift work conflicts with school policy on pick up
and drop off times
Employee requests application of time off arrangements
Employee raises formal grievance
HR policy based on Enterprise
Agreement (Union priority, supported
by management)
Executive concern over loss of
customers – service delivery issues in
competitive market
HR Work and Family Balance policy
Management Time Off policy provisions subject to employer
discretion
Line manager under pressure to improve
service delivery performance
Line manager refuses time off request of employee based on excessive workload demands do not permit
1
2
3
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Human Activity System Map
Purpose: Identify causes of workplace harassment complaint
Outcomes
Transactional Level
Governance Level
Referential Level
Management Employee Work Group
Long term employees in an established team, providing
consistent service
Inexperienced manager with attention on senior
management relationships
Work group rejects suggestion
Employee raises a suggested improvement to group work practices
Work group criticises employee and makes repeated fun of a
disfigurement
Employee improvement suggestion raised with manager in front of an
executive, who supports the idea.
New idea implemented into work group by manager
Employee informally raises harassment concerns
Manager dismisses and ignores employee
concerns
Employee raises formal harassment complaint
No regular meetings or planning meetings with work group to address work issues
New employee to team with history of providing new ideas
that improve services
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Performance Issue: IT Division Performance issues
Purpose: Identify IT Division performance issues in meeting customer commitments
Customer Key Outcome
issues: Delivery delays
Help Desk Key Outcome issues: Repeated complaints
unaddressed
Client Services Key Outcome
issues: Inability to support customer Projects
Key Outcome issues: Project backlogs
Operations Key Outcome issues:
Misalignment of IT to Customer priorities
Steps: 1. Draw a “Macro Level” map of the process level, showing only the main steps or roles involved; 2. Develop HAS Maps around each step or role to identify causes and their outcomes that affect performance. This should include both ‘lateral” transaction causes, and “vertical” structural causes. 3.Develop “what should be” HAS Maps to identify the system changes that could improve performance.
Human Activity System Map
Outcomes
Transactional
Governance
Referential
Outcomes
Transactional
Governance
Referential
Outcomes
Transactional
Governance
Referential
Outcomes
Transactional
Governance
Referential
Outcomes
Transactional
Governance
Referential
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About the author
David Alman lives in Brisbane, Queensland, Australia, and is the business owner of Proventive Solutions, which offers services in Organisational Health. Organisational Health is a broad overview term that refers to assessing and improving performance and well being of both an organisation and its employees, recognising there is a nexus between the two.
Further explanation through various articles, blogs, slides, on different subjects can be found on Proventive Solutions at WordPress, along with contact details. Please refer to: http://proventivesolutions.wordpress.com/2012/07/13/about-proventive-solutions/ This article is part of a body of work on Systems Thinking with a common base around the idea of looking at, and addressing, situations through different “Perspective Levels”. Other articles in this body of work include: Health & Safety System Approaches at http://www.slideshare.net/davidalman/health-safety-system-approaches and http://en.calameo.com/read/001450934d63ceedb3266 Multilevel System Analysis : An introduction to Systems Thinking http://www.slideshare.net/davidalman/multilevel-system-analysis and http://en.calameo.com/read/001450934d8a5a5d9b090
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