The Playbook
The VSM Canvas is a piece of work in progress: a textual explanation of the different steps. Get the Playbook
Articles
The VSM Guide for co-operatives and federations
A Manual for Managers of Co-Operations The VSM Guide is a manual for managers of co-operations, written by Jon Walker. It is based on Jon’s practical experience with organizing and structuring co-ops and federation. Its strong points include Download PDF All of these accounts and subsequent meetings with other consultants who use the VSM led
The Viability Canvas
The Viability Canvas has been created for an easier start with the Viable System Model (VSM). It allows a quick start with diagnosing the structures, the decision making and the information systems of an organization. Get the Material
Step C3: Completing the Internal Balance
Purpose Ensure stability through a combination of horizontal synchronization and the necessary minimum of centralized management Abstract Tasks C3.1 Maximize Autonomy Make the Operational units as autonomous as possible. C3.2 Negotiate Resources Negotiate resource allocation between System 3 and each Operational unit. C3.3 Adjust Environments Change the environments with which each Operational unit is involved
Step C2: Review Operational and Environmental Interactions
Purpose Review Systems two and three. Check if they are adequate or what needs to be done to improve their functionality. Abstract We will now look at the internal environment of the organization – the entire complex of interacting Operational units and Systems 2 and 3 which are there to stabilize and optimize. If it
Step C2: Review Operational and Environmental Interactions Read More »
Step C1: Designing Operational Autonomy
Purpose The best way to absorb variety, i.e. to deal with challenges and surprises is done locally. Interventions should be an exception and occur only when the unit cannot deal with the situation by itself. Abstract The essence is organizational balance: of ensuring that the bits which are charged with overseeing the Operational units can
Step B2: Look for Dysfunctions
Purpose Find frequently occurring dysfunctions. Abstract Locating frequently occurring dysfunctions is collecting low-hanging fruit. It shows particularly impressively the strength of the view of decisions and information flow, i.e. the power of the VSM. After reviewing archetypes of dysfunctional organizations, try the supplied patterns, but caution: patterns only ever show examples of reality. Tasks B2.1
Decide: Designing Improvements
We will now begin to look at the way the various parts of the organization work together. At the end of this phase, Remember: we create policies to absorb variety. Variety is absorbed best locally. Our policy will therefore assign priorities to: Only involve higher management if something cannot be managed in these systems.
Observe: Sense Making
We will analyze the existing organization, a „Preliminary Diagnosis“. Preliminary means, that we will not go into too much detail, we want just get a rough picture of the existing organization. The analysis is structured roughly following the VSM subsystems for the System-in-Focus.The Observe part of OODA is mainly concerned with (surprise) observations, not with
Step B1: Review the results of the observations
Purpose Achieve an understanding of the System from a VSM perspective. Abstract Review the results of the analysis/preliminary diagnosis steps and draw first conclusions. Tasks B1.1 Review Review the system: you should have identified the major parts of your System-in-Focus which render it viable. B1.2 Missing Note which parts are missing, i.e. do not have