Principles behind a good system

System Thinking requires operating in a paradigm where we see our people, organizations, processes and technology as part of the world, a set of dynamic entities that display continually emerging patterns arising from the interactions among many interdependent connecting components.

PrincipleDescription
BalanceThe system creates value for the multiple stakeholders. While the ideal is to develop a design that maximizes the value for all the key stakeholders, the designer often has to compromise and balance the needs of the various stakeholders.
CongruenceThe degree to which the system components are aligned and consistent with each other and the other organizational systems, culture, plans, processes, information, resource decisions, and actions.
ConvenienceThe system is designed to be as convenient as possible for the participants to implement (a.k.a. user friendly). System includes specific processes, procedures, and controls only when necessary.
CoordinationSystem components are interconnected and harmonized with the other (internal and external) components, systems, plans, processes, information, and resource decisions toward common action or effort. This is beyond congruence and is achieved when the individual components of a system operate as a fully interconnected unit.
EleganceComplexity vs. benefit — the system includes only enough complexity as is necessary to meet the stakeholder’s needs. In other words, keep the design as simple as possible and no more while delivering the desired benefits. It often requires looking at the system in new ways.
HumanParticipants in the system are able to find joy, purpose and meaning in their work.
LearningKnowledge management, with opportunities for reflection and learning (learning loops), is designed into the system. Reflection and learning are built into the system at key points to encourage single- and double-loop learning from experience to improve future implementation and to systematically evaluate the design of the system itself.
SustainabilityThe system effectively meets the near- and long-term needs of the current stakeholders without compromising the ability of future generations of stakeholders to meet their own needs.
Pillars of Good System Design

Quality Bookshelf – Upton Sinclair

One of the ideas in my mind when I first started this blog almost three years ago was to explore some of the literature that asks the hard questions that reading will make us better quality thinkers. Neuroscience suggests that reading literary fiction helps people develop empathytheory of mind, and critical thinking. All critical to our success.

Unfortunately, other than a sporadic appreciation for Kafka – the source of the name of this blog – I haven’t done a great job at that. So, as an early birthday present to myself I bring you this piece written by Catherine Hamilton.

Upton Sinclair on the Working World and his Accidental Push for a Regulatory State

In 1906, socialist writer and political activist Upton Sinclair published his novel The Jungle, which became an instant bestseller and resulted in a major societal shift towards the modern regulatory environment seen in the US today.

Sinclair’s The Jungle follows the story of an immigrant family, who moved to Chicago in search of a better life, only to be met with poverty, death, and despair, in large part because of the terrible working conditions they endured, and the meagre wages they were afforded.

A novel written to illuminate the inhumane working conditions endured by the proletariat working in industries such as the meatpacking industry, Sinclair hoped that his expose of the unjust treatment of workers – those who would now be described as ‘blue collar’, an evolution of the phrase ‘white collar’ that Sinclair himself coined – would incite Americans to embrace Socialism. Indeed, when peer and fellow socialist writer Jack London received a copy of the novel, he predicted that it would turn “thousands” to socialism as it depicted “what our country really is: the home of oppression and injustice, a nightmare of misery, an inferno of suffering”.

Contrary to his objective, however, the publication of The Jungle lead to public outrage about the unsanitary conditions depicted in the meat production industry – a description that lasted only twelve pages in an over four-hundred-page novel – rather than a commentary on the injustice endured by the working class. As Sinclair himself stated in response to the outrage, “I aimed for the public’s heart, and by accident I hit it in the stomach.” This effect was perhaps understandable when we consider that Sinclair’s readers were faced with graphic images of dead meatpacking workers being ground up into the meat that they believed they were being fed; alongside these horrors, the greedy corrupt leaders – and the exploitation of their workers – that Sinclair was trying to expose, took a back seat in the public consciousness.

As such, rather than a novel – and a commentary on capitalism and the injustice of the inhumane working conditions suffered by the proletariat – the public viewed The Jungle as an expose on the meat industry, perhaps fuelled by the revelation that Sinclair spent seven weeks working undercover at one of these factories as research for the novel. As a result of this unrest, the government was pressured to enact laws to regulate the industry – the primary purpose of which was to appease the public, rather than increase the safety and sanitation around meat production – which culminated in the introduction of The Meat Inspection Act (1906) and the Pure Food and Drug Act (1906).

The former stated that the slaughter and processing of meat would be strictly regulated, and that edible meat products could not be mislabelled or misbranded. Meanwhile, the latter required the inspection of food and drug products, banned interstate and international traffic of adulterated or mislabelled food products, required active ingredients to be listed on the label of a drug’s packaging and stated that drug purity levels could not fall below the purity specified by the US Pharmacopeia/National Formulary.

These laws were the first in a series of consumer safety laws enforced by the state and lead to the founding of the Food and Drug Administration (FDA) – the US organization that regulates consumable products, including food, tobacco, supplements, pharmaceuticals, cosmetics and more, to ensure that these products aren’t harmful (or at least that their benefit outweighs the potential harm) to human (or pet) health. Thus, Sinclair’s novel became one of the most significant cogs in the foundation of the modern regulatory state.

This was not the socialist writer’s intention, however, and Sinclair was strongly against the imposition of these laws, as the only bodies they served at the time were the big meatpacking companies. In fact, large meatpacking corporations welcomed the regulation laws, as they knew that their smaller competitors would be eliminated by the expense of adhering to the regulations. As such, these laws – which can be directly attributed to Sinclair’s novel The Jungle – acted as an agent of capitalism, the exact opposite effect that Sinclair had hoped his novel would have on US society. To add insult to injury, the implementation of these laws also resulted in the taxpayer paying $3 million to bring about their enforcement. As thoughts on health, safety and quality of consumable products has progressed, however, it is likely that the change in public thought about food quality in 1906 – and the subsequent laws enforced – has had a net positive effect on the sanitation and safety of food and drug industries.

As a writer in the progressive era – who wrote to expose corrupt leaders and institutions and to raise public awareness and sentiment towards poverty – Sinclair was considered a ‘muckraker’, seeking to expose the injustice of capitalist society through his writing. Consequently, Sinclair wrote a large body of work charged by these ambitions, though none that had such a marked (and misdirected) effect on US society as The Jungle.

Though The Jungle was Sinclair’s most notable socialist work, Sinclair penned over one hundred books in his lifetime, and many of these sought to criticize capitalism and an array of specific industries. In 1913 and 1914 for example, Sinclair visited the Colorado coal fields, which inspired his novels King Coal and The Coal War and likewise exposed the harsh working conditions suffered by coal miners. Furthermore, he ‘exposed’ the oil industry with the novel Oil! and the auto industry with The Flivver King, though none of these works became commercial successes.

 Moreover, Sinclair stepped outside the world of industry to criticize the ‘free press’ in his novel The Brass Check, highlighting the benefits of the press to the rich and the drawbacks to the poor. In this novel, Sinclair also criticizes the office, describing ‘white collar’ workers – a term Sinclair himself coined – as “the petty underlings of the business world, the poor office clerks, who are often the worst exploited of proletarians, but who, because they are allowed to wear a white collar, and to work in the office with the boss, regard themselves as members of the capitalist class”.

With this quote, Sinclair illustrates his frustration that, due to the ‘white collar’ workers’ perceived elevation of their own status, and the marginally better working conditions they enjoyed – compared to their fathers who may have worked in factories or coal mines – they allowed themselves to be exploited. Describing these workers “petty underlings” he also assigns some of the blame of the propagation of capitalism to these workers, despite his acknowledgement of their exploitation.

Another of Sinclair’s most famous quotes states that “it is difficult to get a man to understand something when his salary depends upon his not understanding it”. Though this statement pertained to discussions Sinclair had with the publishers and editors of major newspapers about publishing articles in favour of pensions and other progressive reforms, it can also be related to his feelings about ‘white collar’ workers. Namely, because these ‘white collar’ workers relied on capitalism to provide their wage – but also because the capitalist class had given them the perception of obtaining a higher class – they would not risk their comparatively comfortable position in the office to seek something more just.

Evidently, then, Sinclair harboured as much contempt for the office – and for the leaders heading these businesses – as he did for the industrial workplace, as an unjust product of capitalist society, an inadequate place of work, and a new avenue with which to oppress the proletariat.

Despite over a century having passed – much to Sinclair’s probable dismay, were he still alive – offices are still the status quo, with over 80% of Americans reported to sit all day at their place of work, the majority of whom will do this in an office or equivalent space. Providing support for Sinclair’s disapproval of the office, multiple studies have shown the harmful effects of office environments on human beings. In 2020, for example, a Perkbox study showed that that work-related office politics were the number one cause of work-related stress, while lack of interdepartmental communications came second, and concerns about others’ work performance came third, which are all stressors bred by the office environment.

Sinclair would likely philosophize that because their salaries depended on these workers not understanding the injustice of working within a capitalist system – harboring a significant proportion of the workload, and enjoying an insignificant slice of the profit – they would not consider a system in which the means of production was shared by the community, and where the rewards were, likewise, shared equally.

Jeremiah’s comments

I love Sinclair for his prose and his politics. He wrote these amazing novels that are still fun to read today. He basically drove the creation of my entire profession. He focused on a lot of the workplace aspects that form such a huge part of my practice. Whether you can agree or not with his socialism, he will greatly reward your time.

And Upton’s work so highlights the woes of unintended consequences.

Levels of Problems in Culture

When thinking about root cause analysis it is useful to think of whether the problem is stemming from a cultural level or when it may be coming from an operational. We can think of these problems as hazards stemming from three areas:

  • Culture/philosophy is the over-arching view of how the organization conducts business from top-level decision-makers on through the corporate culture of an organization.
  • Policies are the broad specifications of the manner in which operations are performed. This includes the end-to-end processes.
  • Policies lead to the development of process and procedures, which are specifications for a task or series of tasks to accomplish a predetermined goal leading to a high degree of consistency and uniformity in performance.
Hazards unrecognized (risks not known or correctly appraised)Hazards forseen (risks anticipated but response not adequate)
Culture/Philosophy
Quality not source of corporate pride
Regulatory standards seen as maxima
Culture/Philosophy
Quality seen as source of corporate pride
Regulatory standards seen as minima
Policy
Internal monitoring schemes inadequate (e.g. employee concerns not communicated upwards)
Insufficient resources allocated to quality
Managers insufficiently trained or equipped
Reliance on other organization’s criteria (e.g. equipment manufacturer)
Policy
Known deficiencies (e.g. equipment, maintenance) not addressed
Defenses not adequately monitored
Defenses compromised by other policies (e.g. adversarial employee relations, incentive systems, performance monitoring)
Procedures
No written procedures
Procedures
Documentation inadequate
Inadequate, or Loop-hole in, controls
Procedures conflict with one another or with organizational policy

This approach on problems avoids a focus on the individuals involved and avoids a blame culture, which will optimize learning culture. Blaming the individuals risks creating an unsafe culture and creates difficulties for speaking up which should be an espoused quality value. Focus on deficiencies in the system to truly address the problem.

Quality Book Shelf – It’s Not Complicated

It’s Not Complicated: The Art and Science of Complexity in Business by Rick Nason

Nason states at the beginning of the book: “Engineers, scientists, and ecologists have been thinking in terms of complexity for fifty years, and it is time that the business community considered some of the valuable and interesting lessons the field has to offer.”

This book is a great introduction to the concept of complexity, and I think it should be required reading.

Complexity generally occurs whenever and wherever there are human interactions.” 

“It is thinking, creativity, and risk taking that lead to sustainable competitive advantage.” 

Over-reliance on data can be dangerous, and Nason goes into detail on how US Secretary of Defense, Robert McNamara disastrously managed the Vietnam War with spreadsheets: “You cannot collect data on things that are unknown … even if the factors are known, the precision needed for the data to be useful for a complex problem would not be achievable.”

None of us are as smart as all of us, and nature trumps us all. Nason refers to Orgel’s Second Rule that, “evolution is smarter than you are and that events in the business [human] world turn out to be more creative and clever than the best minds can imagine.” In addition, serendipity plays a critical role: “Complicated systems allow us the illusion that luck or serendipity played at best a limited role in our success and thus, that whatever success we have is almost exclusively the result of our own skills and effort.”

I could basically cut-and-paste quotes all day.

As someone who feels we overuse complicated and complex as synonyms, I recommend this book to all as a way to get familiar with the core concepts. I sort of wish he would write the companion volume, “No, that’s not complex.”

Level of Training

I want to talk about levels of training. I am not going to go into an Instructional Design model/framework, but more stay focused on the purpose of training in the quality system. I am also going to try to discuss training in terms that will make sense to folks who mostly dwell in a verification/validation mindset. So, all my professional learning developer friends please be gentle.

Categories of Training

There are three levels of training (lots of subdivides) that can be viewed as a risk based approach

Awareness Training

This can be barely considered training. Awareness training conveys the subject matter to an audience with the goal of making the audience aware of the content of the communication. It is either informational or actionable. At best, just a ”tell” activity.

Read-and-understand fits in this bucket.

Facilitated Training

Facilitated training strives to improve the workplace proficiency and is hopefully based on some real adult learning principles. There are a lot of delivery modalities that are usually broken into two big buckets of eLearning and classroom delivery. It always has an assessment component to ensure the training had the desired impact. Usually a “tell, show” model with limited “do”.

Employee Qualification

On the job, hands on training that confirms the individual can do the work by independently performing the tasks while being monitored and assessed by the trainer. Usually follows a “tell, show, do, follow-up” model.

The Level of Training is Risk Based

The level of training should be driven by the criticality of the process/procedure/task. I recommend several questions driving this:

  • The complexity knowledge or skills needed to execute the changed process?
  • How complicated/complex is the process/procedure/task?
  • Criticality of Process and risk of performance error? What is the difficulty in detecting errors?
  • What is the identified audience (e.g., location, size, department, single site vs. multiple sites)?
  • Is the goal to change workers conditioned behavior?

The Personnel Qualification Model

Qualification means fitness for some purpose, shown by meeting necessary conditions or qualifying criteria. This applies as much to our people as it does to our equipment, and we can break this own with the three phases of IQ/OQ/PQ:

  • Personnel IQ is provides objective evidence that the trainee has the requisite education and experience for the process/procedure/task.
  • Personnel OQ is proves that the trainee can function in the training situation (event) in an appropriate fashion and performance is within the control limits set by the process/procedure/task. It proves that the trainee can perform the task correctly and independently.
  • Personnel PQ demonstrates the acceptable performance during representative operational conditions. The trainee’s performance consistently produces results that meet the standards set by the process/procedure/task.

Once the process of employee qualification I successfully completed, the employee is qualified and stays so unless and until they become disqualified or the process/procedure/task changes significantly enough to require requalification.

Disqualification and requalification

There should be a process for disqualification, whether from extended absences, job changes or a detrimental trend in performance such as serious or repeated deviations.