(Bucki-Decisional Analysis of complex Systems)
Decisional analysis of complex systems is an approach which aims at providing methods and tools in order to steer complex systems and the modelling of chaotic environments.The approach emphasizes the Transdisciplinarity, and sets therefore the decision analysis of complex systems within the scope of both Systemic and Constructivism thinking.Finally, it is also largely inspired by the Cybernetics field.
This approach proposes a modelling of the coordinated ‘monitoring of the social organization’ and of ‘Information Systems’ that avoids pitfalls of existing computer models, too deterministic and too focused on the internal sides of the organization. Decisional analysis of complex systems emphasizes on the ability of the organizations to develop decisions on process steering.
Thus, the organizations – seen as socio-technical systems – are modelled according to the scheduling of the decisions and not by the simple layout of functions. The decisional analysis of complex systems allows – by placing data and treatment in the context of the objectives and the decisions taken – to break the traditional strange loop of interdependence between ‘treatment outline’ and ‘data outline’ in the Information System, which determinate each other. The approach allows therefore to focus on the monitoring or process regulation and models the decisions and the control of their evolution in order to bring them to a situation in concordance with the objectives.
Largely inspired by the cybernetic field, the decisional analysis of complex systems is widely discussed in the essay ‘Internet of Things Internet … but better’, published in 2011, and dealing with the concept of the Internet of Things and its impact on economics, sociology and governance.
The most frequent models of Corporate Governance of ICT such as CobiT, suffer of a relative poverty in terms of alignment and risk management.
Decisional analysis of complex systems gives a better strategic alignment, taking into account several aspects of the business organizations which were not treated by the traditional modelling as:
Strategic foresight and Competitive intelligence, Innovation, Convergence of the goals of the autonomous actors (Humans, automation/machines) towards the general objectives, Quality management Interaction with external stakeholders, out of the organization, Context-based analysis, Enterprise Architecture, System of values analysis (economic, behavioural and constitutive values) Return on experience.
Delegation (or automation) leads to the complexity of organizations because of the emergence of new activities. The approach of Decisional analysis of complex systems places human action in the foreground, and is structured in activities at different hierarchical levels. Each activity is a basic centre of decision-making and could be monitored by a machine or a human.
The activity is thus placed at the intersection of two regulating loops and has a dual nature :
- it is a means whose behaviour is stimulated by the objectives assigned from the higher level ;
- it is the source of the objectives spread with the decisions to its process (lower levels).
The activity, to its situated level of abstraction, checks and validates the evolution of the Process, itself duly monitored by the upper level.
The whole organization is seen as an operational hierarchy of activities.
The approach of Decisional analysis of complex systems allows to adapt the information system to the organization and not the contrary, as was often seen with Enterprise Resource Planning (ERP) systems. The approach sub-serves the situation analysis with strategic foresight (opportunities and threats), and develops the competitive advantage of the organization (its self-referential specificity).