The (re)design of a system involves various phases, according to an overall change management plan.
Different systems thinkers propose different approaches to the redesign of a system. Some advocate clean slate design (e.g. pretend that the system was destroyed last night and redesign it using the existing resources of the system). Others – like we – use design frameworks.
We have evolved the steps illustrated in the figure. They incorporate the organising principles of Biomatrix theory in each step as well as in the overall change management process.
The Biomatrix courses and programmes guide users in applying those steps to (re)design their system. This could be an activity system (e.g. a project, function or supply chain) or an entity system (e.g. a person, organisation). The redesign associated with dissolving complex societal problems (e.g. poverty) requires web redesign. It involves a combination and specific application of both activity and entity system redesign.
The redesign methodology introduces a top down order into a problem riddled system based on generic principles of system organisation.
The participating stakeholders provide – bottom up – the relevant system specific content (i.e. the output from problem analysis and brainstorming). They formulate the kind of system they desire. They design the strategies they are willing to enact to bring about a more desirable future in accordance with the design.
The interaction between the generic organising in-formation and the system specific information ensures that the design is systemic and likely to produce the intended outcomes.
relevance for the change manager
The Biomatrix courses and programmes are designed as systemic action learning projects. They educate managers in systems theory and guide them to apply the knowledge to the (re)design of their system (e.g. a project, function, organisation, industry, complex societal issue). The outputs from the action learning projects are implementable intervention designs. If mandated to facilitate their implementation, the learners become internal project and organisation development consultants.
By developing internal consultants, the Biomatrix programmes make organisations independent of external management consultants.