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Justin Fidock Defence Science and Technology Organisation (DSTO) Australia (on attachment to Dstl)

Building representations of organisational behaviour in models of military HQ: A social scientist’s perspective. Justin Fidock Defence Science and Technology Organisation (DSTO) Australia (on attachment to Dstl) jfidock@dstl.gov.uk. Overview. Rationale - why model organisations?

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Justin Fidock Defence Science and Technology Organisation (DSTO) Australia (on attachment to Dstl)

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  1. Building representations of organisational behaviour in models of military HQ: A social scientist’s perspective Justin Fidock Defence Science and Technology Organisation (DSTO) Australia (on attachment to Dstl) jfidock@dstl.gov.uk

  2. Overview • Rationale - why model organisations? • Representing organisational behaviour - what features are important? • Existing models of organisations - how do they fare? • A way ahead

  3. Rationale for modelling organisations • The social science perspective • Correlational and experimental studies only get you so far • Simulation modelling facilitates exploration of dynamic systems (theory building, ‘in silica’ experimentation, organisational interventions)

  4. Rationale for modelling organisations • An OA perspective • Effectiveness of technical systems critically depends on how they are used • A level playing field for investment appraisal requires that the most appropriate process and practice for each technical solution be used (e.g. telephone versus e-mail) • Models need to be able to vary parameters that represent organisational behaviour attributes such as processes, as well as technical differences

  5. Environment Support functions Scale Usability Decision-making Resources Functionality Emotion/intuition People Technology Performance Performance Doctrine (In)formal Processes Structure Local workgroup practices multiplicity Culture Type: (bureaucratic, organic etc.) SOP Type: (risk averse, innovative, coercive) Diversity: (sub-culture, org culture, national culture) Organisational attributes and variables

  6. Simulation models of organisations • C2IS • Mission based approach to C2 modelling • ORGAHEAD

  7. Mission based approach to C2 modelling • Enables representation of the C2 process to be encapsulated in "agile, fast running simulation models” • Command agents ( military HQ) interact with each other in order to carry out the command and control process • Represents two forms of planning: rapid and deliberate • Rapid planning representation influenced by the recognition-primed decision-making model • Deliberate plan established at the start of the model run. Intention is to use genetic algorithms to ‘breed’ a number of different plans  selection of optimal. If the plan is not working then a plan repair process is activated.

  8. ORGAHEAD • A description of ORGAHEAD: • "as in any organization, a task or set of tasks is being done; each personnel member occupies a particular role in the organization, reporting to others, doing tasks, and gaining experience; and a strategic or management function tries to anticipate the future, assigns personnel to tasks, and determines who reports to whom" (Carley, 2000, p. 248).

  9. Environment Support functions Scale Decision-making Resources Emotion/intuition People Technology Performance Performance Doctrine (In)formal Processes Structure Local workgroup practices multiplicity Culture Type: (bureaucratic, organic etc.) SOP Type: (risk averse, innovative, coercive) Diversity: (sub-culture, org culture, national culture) Variables considered by these models Usability Functionality

  10. Environment Scale Resources Technology Performance Processes Structure Local workgroup practices Type: (bureaucratic, organic etc.) Variables considered by C2IS Support functions Usability Decision-making Functionality Emotion/intuition People Performance Doctrine (In)formal multiplicity Culture SOP Type: (risk averse, innovative, coercive) Diversity: (sub-culture, org culture, national culture)

  11. Environment Scale Resources Technology Performance Processes Structure Local workgroup practices Type: (bureaucratic, organic etc.) Variables considered by C2 modelling Support functions Usability Decision-making Functionality Emotion/intuition People Performance Doctrine (In)formal multiplicity Culture SOP Type: (risk averse, innovative, coercive) Diversity: (sub-culture, org culture, national culture)

  12. Variables considered by ORGAHEAD Environment Support functions Scale Usability Decision-making Resources Functionality Emotion/intuition People Technology Performance Performance Doctrine (In)formal Processes Structure Local workgroup practices multiplicity Culture Type: (bureaucratic, organic etc.) SOP Type: (risk averse, innovative, coercive) Diversity: (sub-culture, org culture, national culture)

  13. Improving the quality of representations • More organisational behaviour variables need to be represented • Need for complementary modelling approaches • The organisational behaviour variables considered here could be used as a checklist for model development • Models of organisational behaviour need to draw upon current scientific understanding of the domain • consult experts, read the literature, collaborate with social scientists, develop links with social science modelling community

  14. Any questions ?

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