Change
in the Rate of Change
and Complexity Model
|
| With
the development of the DesignShop our partners and clients
have been able, over the last 23 years, to deal with
great complexity and deliver high performance work in
radically reduced time frames. |
| This
has enabled many organizations to stay requisite with
increasing complexity and the rate-of-change in their
environment. Our entire Management
Center and NavCenter processes,
tools and environments
have focused on providing users means to deal with the
change/complexity equation and prepare themselves for
the NetWork
Economy. (See: Kevin
Kelly). |
| However,
there are now emerging issues of such complexity
and
accelerating change rates, that an even greater number
of people and resources have to be employed (than
can
be in a DesignShop - or series of Shops, or with the
resources of one Center) in order to effectively
deliver
solutions at an order-of-magnitude greater in scale
and scope than any current practice. |
| PatchWorks
is a system and method designed to get the same integration,
time compression and quality of work typical of the
DesignShop, Management Center and NavCentersenvironments
at this greater scale. |
| This
page will trace the development of the PatchWorks concept,
describe how “PatchWorks-like” projects have
been accomplished in the past and layout a conceptual
framework for the practice. Elsewhere, Ongoing patchworks
Projects are documented. |
| A
full PatchWorks exercise is not possible without robust
employment of the DesignShop,
Modeling
Language and the full Taylor NavCenter
tool-kit. PatchWorks Designs assumes this prior
art. In addition, many other “Taylor” processes
are employed - Work Shops and adapted Delphi processes
among them. However, more is needed. There are
many many tools, processes, procedures, environments,
necessary to the full PatchWorks Design experience.
It can be said that PatchWorks is the systems integration
process by which a variety of otherwise unconnected
experiences are made to sum into one integrated result.
A result that many different “customers” can
employ. |
CAMELOT
at Picnic Island
in early 1997 |
The
PatchWorks Designs concept jelled for me during a
period I spent on CAMELOT anchored off Picnic Island
outside of Ft Meyers. This was a working vacation.
There were a set of questions that I was asking myself
and I wanted the isolation of a week alone to answer
them. For days, I never left the boat as it swung
in the tide four times a 24 hour period. Hours and
hours of silent thoughts - of questions. |
PatchWorkd
Designs Model
©MG Taylor Corporation 1998 |
| The
question ranged from philosophical to task. From issues
out in the future to a short term focus on immediate
challenges facing our Enterprise. How do you take this
work to scale? How can truly complex problems involving
thousands of people, hundreds of organizations and many
political units be solved? How can the intensity of
effort associated with a DesignShop be coupled with
other work modes yet experienced as a whole over an
extended period of time? How can many work techniques
and styles be used and be integrated into one seamless
system? How can team members - remote in time and distance
- experience a continuity of effort? How can physical
and virtual space make an integrated environment
for thought and action? How can the many conflicting
schedules and work styles endemic to a large diverse
population be incorporated into a process that feels
natural and unforced? How can the resources be marshaled
necessary for the successful working of any complex
problem? How can a “market” be build so the
the different and often conflicting interests of many
serve each in a way that individually addresses their
requirements? |
| PatchWorks
emerged as a design strategy. It summed up the experiences
of the last 20 years and directly addressed the systems
integration issues that are at the core of ValueWeb
facilitation. Now, the methods, tools and organizational
models were becoming requisite with the rate-of-change
problem that I tripped over in 1961. For the first time,
the practical possibility of matching organizational
response with change and complexity seemed close at
hand. This solution also matched the many strategies
that are systemic to the Net Work Economy. The
basis of the ValueWeb concept is that an organization
cannot afford to focus only on it’s own formal
organizational issues. It has to facilitate it’s
larger network Enterprise.
The first PatchWorks Designs exercises will be a test
of this model. If this proves out, a whole new level
of organizational competency will be established. |
|
Matt
Taylor
Palo Alto
March 9, 1999
November 18, 2010
Tiburon
SolutionBox
voice of this document:
INSIGHT • POLICY • PROGRAM |
|
click on graphic for explanation of SolutionBox |
posted
March 9, 1999
revised
November 18, 2010
• 19990416.452394.mt • 20010328.763814.mt •
• 20021112.222290.mt • 20101118.409109.mt •
(note:
this document is about 65% finished)
copyright©
Matt Taylor 1999, 2001, 2002 |
|
The
system and method described is Patent Pending by iterations.
|
