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The organization viewed as SYSTEM (2 ª part)

To understand how an organization should be viewed as a system in which what defines the functionality and behavior of all is the interrelationship of its components.

In my blog of July 26 defining a vision system with Deming, an organization that works because all its components have a common purpose that unites them.

A living being, an orchestra or a company are good examples of systems.

In considering this perspective the organization learn how intuition misleads us and that many decisions are inadequate, precisely because the interactions side effects or delayed in time who are counter-intuitive.

In the "system dynamics", studies the interaction between different elements outlining loops of interactions between them.

Peter Senge (1990) in his "Fifth Discipline" based on studies in the "System Dynamics" A list of 11 errors in making managerial decisions.
enumerate only 4:

a. problems "now" coming from the solutions of "yesterday"
As a medicine may benefit a long-term organ damage, but other organs and cause new problems, so it is in business organizations, where seemingly good solutions can cause big problems today morning. B.
Things always "better" before "worse"
serves the above example, before the applied medicine show side effects, we will see is a temporary improvement. An erroneous cost reduction will always produce an improvement in the short-term, but their long-term consequences could be dire. C.
"small changes" can produce "great consequences"
not always easily identify the levers, but to find are those organizational elements that produce less stress long term a greater effect, positive or negative. Same thing happens in medicine, a small change in the habits of a person have a major impact in the long term. D.
cause-effect relationships are not evident, since it does not coincide in either space or time
It took us 150 years to emit CO2 to the atmosphere to realize its effects on the ecosystem.

It follows that decision requires a thorough analysis of the system. The creation of mathematical models that simulate a system it remains a theoretical exercise, but expensive and not very useful in most cases. Nor are essential and is usually sufficient to use mental maps standards for all relationships. Learn to appreciate the system.
addition
organizations evolve, they co-evolve with their environment, since each organization is formed by people who in turn are part of a set of social, cultural, environmental and changing values.

A company has an organization that may appear to be stable at a time. But stability is always a fraction of the time between two changes. The "System dynamics allows us to study the behavior of this fraction of time. With a change interrelationships changes.

If the forces against change are strong, the system ossify and die for lack of adaptability. On the contrary, if the forces of change than the opposite unchecked, the system can get into a situation of chaos that inestabilice to extinction.

The choice is not chaos versus organization, the real choice is that organizations have the capacity to learn to improve continuously. This requires reducing the barriers of authority and create conditions for free thinking, brainstorming, autonomy from hierarchical centralism, continuous flow of information in all the senses and ability to reorganize.

an organization to adapt continuously to improve learning and innovation must have a management style that is able to keep it in an area close to chaos, where creativity is expressed and the innovation and creativity have their raison d'être.