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GLENDA H. EOYANG

Human Systems Dynamics

Too little liberty brings stagnation and too much brings chaos.

—Bertrand Russell (1872–1970)

Real-Life Story

The youth in east central Illinois needed help. In spite of the dogged commitment of schools, health care, youth programs, juvenile justice, parents, and faith communities, children and youth were falling through the cracks. The Lumpkin Family Foundation recognized that change would not come from silos of current services. A systemwide pattern of care and concern was the only way to “help our children reach for the future.”

The Human Systems Dynamics Institute, with staff and an advisory team, designed and hosted a two-day Youth Summit. The purpose was to establish the conditions for new patterns of collaboration to self-organize among eight professional disciplines across eight different localities within the region. Borrowing from a variety of methods and techniques, the design focused on shifting conditions for self-organization to encourage new, more productive and resilient patterns of support for children and youth. As a result of the summit, regionwide projects were defined, new relationships were forged across disciplines and locations, and a new energy and optimism were born.

Frequently Asked Questions

WHAT IS HUMAN SYSTEMS DYNAMICS?

Human Systems Dynamics (HSD) is an emerging field of theory and practice at the intersection of complexity and social sciences. We draw concepts, metaphors, and tools from many sciences and areas of mathematics (chaos theory, complexity science, nonlinear dynamical systems, and others) to understand and influence the surprising patterns in teams, organizations, and communities.

HSD represents no single method, tool set, or approach. It provides no step-by-step solutions or surefire answers. We focus on the complex dynamics of human systems that are unpredictable, unique, and surprising by nature. We pose provocative questions and offer ways to see and influence the complex, self-organizing dynamics of human systems.

One tool is particularly helpful as we try to see and influence the patterns that emerge before, during, and after large group events: conditions for self-organizing—the CDE (Containers-Difference-Exchange) Model. Human systems self-organize all the time—a clique forms, relationships develop, niches emerge in the market, and cultural patterns are established. A variety of conditions shape how and when such changes occur. Though the new patterns may appear to be spontaneous, they are responding to conditions that appear naturally in all human systems. HSD describes the three kinds of conditions that shape path and outcome of self-organizing—the CDE Model (figure 1).

Figure 1. The CDE Model

Containers (C) define the “self” that is to organize. We ask, “What is the emergent pattern that needs to be reshaped?” The container bounds the system and determines what is in or out of the emerging pattern. The two-day time frame and location functioned as containers to help the Youth Summit shift the region toward new patterns of engagement.

Difference (D) provides the motivation for change. We ask, “What are the differences that make a difference?” When everyone is the same, then nothing new is going to be created. Differences also establish the form of the patterns as they emerge. “Local community” and “professional discipline” were the primary differences that influenced the emerging patterns for the Youth Summit. All of our activities and communications were designed to articulate those differences and engage across them to encourage opportunities for creative thought and action.

Exchange (E) connects individuals or groups to each other across their differences. We ask, “What are the connections that need to inform the new patterns?” In Illinois, the exchanges began long before the summit itself. An Advisory Team that represented critical differences in the service-delivery community started the conversation. Focus groups with children, youth, and parents expanded the conversation outside of the two-day container. The press and researchers were invited to participate in the event, to encourage other kinds of ongoing exchanges to perpetuate the patterns that emerged.

These three conditions—CDE—influence how quickly patterns emerge and how distinct the emergent patterns are. A large container, many significant differences, and loose exchanges set the conditions for slow, self-organizing processes with rich but fuzzy results. On the other hand, a small container, a few high-priority differences, and tight exchanges move a group more quickly toward well-defined but perhaps too narrow patterns.

The CDE Model helps us understand and influence patterns as they emerge in teams, organizations, and communities, but they do not let us predict or control change. The natural self-organizing processes of human systems ensure that they will always be surprising!

HSD has been used in a variety of contexts including private industry, government, nonprofits, and communities. It is relevant to a variety of challenges including leadership, team building, large group decision making, human resource management, marketing and communications, training, strategic planning, and facilitation. In each situation, we explore opportunities to shift the underlying conditions to encourage new and more productive patterns across the system as a whole.

Table of Uses

About the Author

Glenda H. Eoyang, Ph.D. ([email protected]) is founding executive director of the Human Systems Dynamics Institute, a network of individuals and organizations developing theory and practice in the emerging field of human systems dynamics. Glenda writes and consults internationally. She uses her extensive knowledge of complex systems theory to design effective organizational interventions, especially in extremely complicated and chaotic situations. Glenda is a talented trainer and has helped hundreds see and influence emergent patterns in human systems.

Where to Go for More Information

REFERENCES

Eoyang, G. Coping with Chaos: Seven Simple Tools. Cheyenne, WY: Lagumo Publishing, 1997.

———, ed. Voices from the Field: An Introduction to Human Systems Dynamics. Circle Pines, MN: HSD Institute Press, 2003.

Olson, E., and G. Eoyang. Facilitating Organization Change: Lessons from Complexity Science. San Francisco: Jossey-Bass/Pfeiffer, 2001.

ORGANIZATION

Human Systems Dynamics Institute—www.hsdinstitute.org