Introducing managers to the VSM using a personal VSM

Abstract

PurposeThe purpose of this paper is to present the results of a short research study that introduced a group of busy managers, in an organisation in turmoil, to Stafford Beer's Viable System Model (VSM) through the use of a personal construct, developed by Allenna Leonard.Design/methodology/approachThis study, designed as systemic action research, was a final project towards an Open University Masters in Systems Thinking in Practice. Initially managers were introduced to the personal VSM and invited to design their own VSM as systemic action learning. This was followed by an introductory collaborative inquiry to enable the managers to use their VSM learning to interrogate their organisational domain through the VSM lens.FindingsThe managers engaged well with the personal VSM (PVSM). All the managers reported that the PVSM was a useful learning tool and provided beneficial professional development to help clarify activities, priorities and their roles. They reported that the collaborative meeting was a very useful means to help them see others' perspectives and work towards gaining a shared understanding of the issues and challenges within the organisation through the VSM lens.Practical implicationsThe VSM is not well understood or routinely used in current management thinking. This method of introducing the VSM to managers has wide implications for providing managers with an introduction to systems thinking and an opportunity to engage openly with a valuable tool that will help their understanding of modern organisational complexity.Originality/valueUsing the personal VSM with managers has not been reported before and this study provides new opportunities to develop a means to introduce complex conceptual systems models to busy managers.

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“…Historically registration at the OU is module, not award based, though this is changing so data applying to each module do not necessarily apply to the same students). TU811 2011 31% 18% 3% 9% TU811 2012 28% 11% 5% 12% TU812 2011 40% 28% 4% 8% TU812 2012 18% 15% n/a 1% Evidence of STiP impact to date can be seen through citations data and sales figures for the set of co-published books produced for the STiP programme (Table 3) as well as publication, including citation, data for recent scholarly publications by the STiP team and STiP graduates (e.g., [8,40,42,44]). With respect to annual course surveys following the 2012 presentation (completed by 61 students or 47.5%), there was positive support for the teaching support (96.6%), teaching materials (69%) and learning outcomes (85.5%).…”

“…The founding rationale for the OU Technology Faculty, of combining disciplines of synthesis (systems, design) with disciplines of analysis, remains relevant today in fields such as sustainable development [6,7], innovation studies, health, engineering and organizational change and viability (e.g., [8]). Systems thinking and practice skills are in demand for addressing consistent public policy failure in response to a range of "wicked problems" [9,10] including human-induced climate change, what Levin et al [11] call a "super wicked" problem.…”