This document discusses the shifting nature of knowledge work and how to design systems to support non-routine knowledge work.
It notes that knowledge work has become more virtual, distributed, and interdependent across multiple organizations due to technology and globalization. Effective design principles focus on shared purpose, autonomy, learning, and flexibility through minimum specifications that allow for ongoing adaptation.
Contexts for design include vertically integrated organizations, decentralized networks, and issue-based ecosystems. Key elements are coordinating systems to facilitate deliberations among participants from varied perspectives and build shared knowledge. Design approaches differ based on the type of knowledge work from breakthrough innovations to optimization, with varying levels of uncertainty and coordination complexity.
2. Five Forces Shifting the Nature of Work
Gratton
CONTEXT
OF WORK
TECHNOLOGY
GLOBALIZATION
DEMOGRAPHY and
LONGEVITY
ENERGY
RESOURCES
• Technological capability increases
exponentially
• Five billion become connected
• The cloud becomes ubiquitous
• Continuous productivity gains
• Social participation increases
• The world’s knowledge becomes digitalized
• Mega-companies & micro-entrepreneurs
emerge
• Ever-present avatars and virtual worlds
• Rise of cognitive assistants
• Technology replaces jobs
• 24/7 global world
• Emerging economies
• China & India decades of growth
• Frugal innovation
• Global educational powerhouses
• World becomes urban
• Continued financial bubbles and crashes
• Regional underclass emerge
• Families become rearranged
• The rise of reflexivity
• The role of powerful women
• The balanced man
• Growing distrust of institutions
• The decline of happiness
• Passive leisure increases
• Energy prices increase
• Environmental
catastrophes displace
people
• A culture of sustainability
begins to emerge
• Ascendance of Gen Y
• Increasing longevity
• Some Baby Boomers grow old poor
• Global migration increases
3. Task Uncertainty / Ambiguity
Complexity
L
H
Routine Non-routine
“Manual”
Work
Knowledge
Work
Change in nature of work
Mixed Models
Mixed Models
Efficiency
Effectiveness
Innovation
Quality
Flexibility
Service
Sustainability
Efficiency
Shifting Nature of Work
• Degree/nature of
interdependence
• Volatility
• Virtuality - time
zones, ICT,
language,
geography
• X-boundaries -
functional/
discipline,
organizational,
sector, national,
cultural
3
4. What is Non-Routine Knowledge Work?
• The primary task of knowledge work is non-routine
problem solving that requires a combination of
convergent, divergent, and creative thinking
(Reinhardt, Schmidt, Sloep, &Drachsler 2011).
Knowledge work is typically non-repeated,
unpredictable, and emergent.
• Knowledge work primarily involves the management
of unstructured or semi-structured problems (Keen &
Morton, 1978) characterized by imprecise information
inputs, varying degrees of detail, extended or unfixed
time horizons, dispersed information formats, and
diffuse or general scope (Pava, 1983).
4
5. Evolution of Sociotechnical Systems
Three Waves
Wave One: 1950’s-
1970’s
Wave Three: 1990’s-Present
Wave Two: 1970’s-
1990’s
5
6. Evolution of Sociotechnical Systems
Wave One: 1950’s-1970’s
Nature of the Work Design Principles*
• Routine work in single
organizations
• Work groups with shared
identity
• Single linear conversion
process
• Joint optimization
• Compatibility
• Sociotechnical criterion
and variance control
• Boundary location
• Information flow
• Design and human values
• Multifunctional principle:
mechanism or organism
• Support congruence
• Transitional organization
• Minimum critical
specification
• Incompletion
* Albert Cherns, 1976
6
7. Evolution of Sociotechnical Systems
Wave Two: 1970’s-1990’s
Nature of the Work Design Principles**
• Non-routine face-to-
face knowledge work
in single organizations
• Individual performers
with specialized
expertise
• Multiple, concurrent
nonlinear conversion
processes
• Joint optimization
• Self-design by the
members of the unit
being changed
• Specify only those
things that must be
defined allowing for
ongoing adaptation
• Multi-functionality and
redundancy of
functions
• Iterative and open-
ended design process
* Cal Pava, 1983
7
8. Evolution of Sociotechnical Systems
Wave Three: 1990’s- Present
Nature of the Work Design Principles
• Virtual, non-routine work
• Work and workers
distributed across
multiple locations and/or
organizations
• Information and
communication
technology enabled
• Multiple, concurrent,
nonlinear, independent,
and interdependent
conversion processes
• An iVUCA world***
• Whole systems optimization
• Align on shared purpose and
mutually beneficial
outcomes
• Promote dignity, meaning,
challenge, mastery,
autonomy, and self-
determination
• Foster learning and
knowledge sharing
• Supportive infrastructure
and coordination system
• Minimum critical
specifications
• Participative, iterative, real-
time design, and mutual
adaptation
*** Interconnected, Volatile,
Uncertain, Complex, and
Ambiguous
8
9. STS Designing for Non-linear Knowledge Work
1. Design By Principles
• With new technologies, design is increasingly becoming the product itself created
through a complex network of entities. It is the ideas behind the products (now made
more and more by machines) that make the difference between success and failure.
• Ideas can’t be organized the way physical objects can; people must be inspired to
create and innovate.
• Competitive advantage is becoming an issue of not just actions, but beliefs. People
are most likely to coalesce into groups of avid participants (high-performing
employees, buyers, consumers, cause-backers, etc.) if the organization taps their
strongest interests, talents and temperament through principles.
2. Design By Context
• Contexts are simple maps or frames that help us deal with complexity. They
help to describe and handle certain parts of reality, but are not the reality
itself. You can never fully understand complexity, but you can frame it within
a certain context to solve a particular problem. The paradox is that by
keeping the design frame simple, we can tackle complexity at every level.
9
10. Coordinating System*Coordinating System*
Deliberations*Deliberations*
Pool of Shared KnowledgePool of Shared Knowledge
New InsightsNew Insights
Informed Decisions and ActionInformed Decisions and Action
* Based on STS values and principles.
Critical Design Elements for Designing Non-
Routine Knowledge Work By Principles
12. Three Contexts For Design
Vertically Integrated
Decentralized
Organization
Value Realization
Network
Issue-based Ecosystem
vs. Vertically integrated
centralized organization
vs.. Traditional
Supply Chains
vs. Large institutional
programs
12
16. Key Unit of Analysis -> Deliberations
Pava, 1983
• Deliberations are patterns of exchange and communication in
which people engage with themselves or others to reduce the
equivocality of a problematic issue.
• The salient elements of a deliberation include the …
• Topics or problematic issues facing the social entity about which people
reflect and communicate
• Forums in which they occur which may structured, semi-structured, or
unstructured or ad hoc
• Participants both those who are currently involved and those who ideally
should be involved in the deliberation.
• Coalitions whose purpose is to obtain the best outcomes from the inputs
of multiple perspectives, a novel organizing principle, which pushes the
static positions of the organization chart into the background.
16
17. Knowledge Work - the R&D
Continuum
Pure Research
Work
DON’T KNOW
WHAT
we are looking
for
DON’T KNOW
HOW
to carry out the
research
Pure Research
Work
DON’T KNOW
WHAT
we are looking
for
DON’T KNOW
HOW
to carry out the
research
Applied
Research Work
DON’T KNOW
WHAT
(i.e. end state
or objective)
KNOW
HOW
to carry out the
research
Applied
Research Work
DON’T KNOW
WHAT
(i.e. end state
or objective)
KNOW
HOW
to carry out the
research
Exploratory
Development
Work
KNOW
WHAT
DON’T KNOW
HOW
to achieve it
Exploratory
Development
Work
KNOW
WHAT
DON’T KNOW
HOW
to achieve it
Advanced
Development
Work
KNOW
WHAT
DON’T KNOW
HOW
IN DETAIL
to achieve it
Advanced
Development
Work
KNOW
WHAT
DON’T KNOW
HOW
IN DETAIL
to achieve it
Start-Up (pilot
plants, beta
testing)
Development
Work
KNOW
WHAT
KNOW
HOW
CONCEPTUALLY
to achieve it
Start-Up (pilot
plants, beta
testing)
Development
Work
KNOW
WHAT
KNOW
HOW
CONCEPTUALLY
to achieve it
Scale-Up (volume
& costs)
Development
Work
KNOW
WHAT
KNOW
HOW
OPERATIONALLY
to achieve it
Scale-Up (volume
& costs)
Development
Work
KNOW
WHAT
KNOW
HOW
OPERATIONALLY
to achieve it
R
1
R
2
D
1
D
4
D
2
D
3
17
18. Deliberations Across the
Knowledge Generation Continuum
R1-R2
Breakthroughs
R1-R2
Breakthroughs
MYSTERIES ALGORITHMS
D3-D4
Optimization of
Execution
D3-D4
Optimization of
Execution
D1-D2
Enhancements
and Extensions
D1-D2
Enhancements
and Extensions
• Sense Making
• Solution Generation
• High Uncertainty
• Exploratory
• Focus on effectiveness
• Don’t know WHAT, don’t
know HOW
• Informal mutual adjustment
• Value Realization
• Solution Delivery
• Low Uncertainty
• Prescriptive
• Focus on efficiency
• Know WHAT, know HOW
• Negotiated plans, SOPs,
results
HEURISTICS
18
V = Volatility. The nature and dynamics of change, and the nature and speed of change forces and change catalysts. U = Uncertainty. The lack of predictability , the prospects for surprise , and the sense of awareness and understanding of issues and events. C = Complexity. The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization. A = Ambiguity. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion.
STS started with the design of routine work – both in the plant and office, which could be treated with the same socio-technical paradigm so that work redesign for both followed the pattern of the self-managing group. However as the environment became more turbulent, work became more non-routine, i.e. processes were multiple, concurrent and nonlinear; skills were too complex to permit cross-training; the work culture is that of an individual specialist who must collaborate with others to achieve outcomes. STS evolved to deliberation design of non-routine work – Pava highlighted that technology had become cognitive , a figure-ground reversal, pushing physical instruments into the background. Wave Two’s conversion processes entailed the transformation of equivocal, ill-defined, ambiguous and conflicting issues into problems that can be dealt with. The topics vary immensely depending on the context and resources are assembled in temporary systems, often called projects. Deliberation covers a whole miscellany of unprogrammed activities that make up professional and managerial work that goes beyond the exclusive concentration on decision making. Deliberations reveal the cognitive techniques that result in decisions as outcomes. Advanced computer and communications technologies have expanded the capacity for deliberation beyond the walls of the organization, resulting in Wave 3 of Socio-technical design . According to Trist, this allows for far higher levels of complexity to be comprehended, prodigious amounts of information to be rapidly summarized and retrieved and many alternatives compared without incurring intolerable fatigue, and all these data and analyses checked and shared with an immediacy hitherto impossible. Thus deliberations strengthened by these technologies are used to cope with an increasingly turbulent environment. Trist says that this allows knowledge workers to address more topics at higher levels of competence and accomplish more of the work that has always been left undone because it was too difficult or too time-consuming, hoping that the urgent will less often drive out the important. However, Trist says this can’t happen without a figure-ground reversal in the social sphere from static positions that delineate the responsibilities of the officeholders and their authority to discharge them. These positions confer ownership of expertise and access to privileged knowledge in ways that falsely politicize the resolution of complex issues dependent on pooled knowledge and interpositional and trans-organizational collaboration. The discretionary coalitions brought into existence by deliberations yield a novel organizing principle in relation to which the static positions of the organization chart become scaffolding and retreat into the background. Roger Martin in Rethinking the Decision Factory, in an HBR October 2013 blog suggested the same. Trist says that s elf-managing teams + project work + deliberations form the complete organizational alternative to traditional technocratic bureaucracy.
Deliberations they are not decisions. They are a more continuous process from which decisions may emerge. Deliberations are not meetings which are gatherings of people. They are often one of the forums in which deliberations occur. Deliberations are encounters, exchanges and reflections that help resolve an equivocal topic. Developing an understanding of the perspective of each party in the deliberation helps to ensure all points of view of what is valued on the topic are present in the deliberation Participants hold divergent perspectives that constitute the reciprocal values that must be balanced in dynamic coalitions. Parties who characteristically take divergent positions are identified as well as those in unity and those in convergence. Coalitions bring together those in unity and those in contention over the issue at hand to hold the tension so that a breakthrough innovation can occur. These coalitions can be thought of as networks that are formed to balance opposite interests in order to produce intelligent trade-offs in the deliberation. Conflicting perspectives are best resolved when one focuses on issues vs. people, on interests vs. positions, and from a "win-win" context.
We all know knowledge work as primarily R&D work. This slide describes the different kinds of R&D work on a continuum. With Scale-Up Development work, this transitions the work to the routine production system.
Adapted from Mintzberg. If the knowledge barriers are to be managed or mitigated, our comparative study would appear to indicate a phenomenon that “many of the mechanisms that function to coordinate work in a co-located setting are absent or disrupted in a distributed project”. Thus, the focus on appropriate and augmented coordination mechanisms is even more critical in virtual work, at whatever stage across the continuum.