For More Information: Human Systems Dynamics Institute, www.hsdinstitute.org
Purpose:
To see and influence self-organizing patterns for individuals, teams, organizations, and communities.
Outcomes:
• Improved understanding of shared or different cultural assumptions
• Opportunities emerge for new identity and shared assumptions
When to Use:
• Issues are complex with high interdependencies
• Situations are unpredictable
• Differences or concerns have persisted over time
When Not to Use:
• Cause and effect are clear
• Systems are closed and predictable
• A single outcome is predicted or expected
Number of Participants:
• 10–200
Types of Participants:
• Any
Typical Duration:
• 1–12 months
• Preparation: 4–12 hours
• Process: 2 hours–3 days
• Follow-up: 1 week–1 month
Brief Example:
Collaboration of state and county government, university, and foundations to establish framework for well-being of children. Group of25 met for six two-hour sessions and defined a framework of “well-being” for children—a model, objectives, measures, roles and responsibilities, and activities. The core theme selected, “How are the children?” is used by all governmental agencies when they interact with clients or the community.
Historical Context:
Human Systems Dynamics, as a field, was founded in 2002 by Glenda H.Eoyang, but the methods, tools, and techniques continue to be created by Associates of the Human Systems Dynamics Institute. Theoretical grounding of human systems dynamics is in complex adaptive systems theory and other areas of nonlinear dynamics. Some ofthe practical methods, tools, and techniques are based in complexity, while others are derived from a variety of social and organizational sciences including psychology, organization development management, and anthropology.
 Human Systems Dynamics |
