Chapter 4 : Systems Approaches

Summary from Textbook:

This chapter looks at another organizational metaphor, called the organismic or systems metaphor, which believes that organizations are not self-contained and self-sufficient, but are complex organisms that must interact with their environment to survive. In regards to this metaphor, 3 theoretical applications of systems concepts are analysed: cybernetics, Karl Weick’s theory of organizing, and the study of ‘new science’ systems.

The system theory originated from the field of biology and engineering, and was adopted by organizational theorists. The system is made up of components, in this case, the people and departments, and 3 concepts are used to characterize this:

• Hierarchical ordering- systems are embedded within a larger supersystem, and consists of smaller subsystems


• Interdependence- each component of the system is co-dependent on one-another.


• Permeability- information and materials flow between components of the system

These components function through a process called the input-throughput-output operation. The process is further characterized through two processes:

• Exchange- input and output of materials and information require an exchange process with the outside of the system


• Feedback- information that helps to facilitate interdependent functioning of system components. It is further divided into 2 types: negative/ corrective/ deviation-reducing feedback which maintains system functioning, and positive/ growth/ or deviation amplifying feedback that changes the system functioning through growth and development.

4 system properties result from the interactions between the components and processes:

• Holism- a system is worth more than the sum of its parts


• Equifinality- a system can reach the same final state from differing initial conditions, through a variety of paths


• Negative Entropy- interaction between systems and the outside environment can mean the difference between sustainability and failure


• Requisite variety- internal components of the system must be as diverse and complicated as the external environment

The cybernetic systems theory looks at the process through which physical, natural and organizational systems are steered towards reaching system goals. It was developed by Norbert Wiener, and was initially applied to self-regulation within physical systems, but has since then been adapted to organizational and human systems. It is consisted of several interrelated components: the goal of the system, the mechanisms used to maintain the system and feedback in order to reach the goal.

This theory emphasizes the importance and role of feedbacks and interdependence of system components. However, it does not account for the growth of the system, nor the importance of the external environment and its influences on the system.

Karl Weick’s Theory of Organizing treats environments as a physical and information environment in which organizations exist in. Individuals put different meanings to different information inputs, thus creating different information environments. This is due to their past experiences, goals and personalities. This causes unpredictability to occur within the information environment of an organization. This situation is known as equivocality, and reducing it is central to the process of organizing.

Two processes in which this can be carried out are: assembly rules that are set patterns used to guide members, communication cycles in which members introduce and react to ideas that helps to guide them. Retention in the form of causal map making can help to save these rules and cycles for future use.

The final theoretical application of the organismic metaphor is the ‘New Science’ System Theory, which believes that all organizations are not always logical and predictable. Instead, it embraces complexity, fluctuating information and innovativeness. 4 aspects are seen within the organizations: The importance of relationships, the importance of participation in organizational processes, the appreciation of organizational change and instability, and the importance of being open to the information environment.

Finally, three methods for studying organizational systems are analysed: the Network Analysis, the Modeling Techniques and the Case Analysis. These three methods provide avenues for understanding the complex nature of organizational communication systems.

I like this chapter as it shows that an organization consists of important parts, and not that only one part is important. This chapter clearly shows that regardless of the departments people are working in, they should all be expected to work together for the advancement of the organization.

Reference:

Miller, K 2009, Organizational Communication: Approaches and Processes, 6^th edition, Belmont, CA, Wadsworth Publishing Company.