Glossary of New Terms

"Connectility":  the agile connection patterns that allow group agility

"Operations": How do we define "operations" for the purpose of organizational development?

"Operations" includes the full spectrum of activities, at all levels of your organization - plus your methods for aligning all efforts to a common reference goal.  In practice, that always means linking, scheduling & sequencing many activities in support of constantly changing goals.

From bacteria to insects to human markets, output and efficiency are not separable from organizational methods!  Your group WILL achieve what it practices.  When contexts change, how quickly can your team change it's interconnections, inter-dependencies, and ongoing practices?  Given growing chaos, the most important thing for a team to practice is HOW TO CHANGE as productively and quickly as any situation demands.

Which things should your group start doing differently, today?  How quickly can your distributed group members realize what must change, develop any needed tools or practices, initiate the changes, and accommodate all the repercussions?

Understanding the concept of operations starts with review of hierarchical organization.  All systems, no matter how complex, build emerging capabilities upon initial infrastructure.  The layers of infrastructure always define a hierarchy that is typically labeled as follows:

  Data → Tactics → Strategy → Policy → Goals → Outcomes.
        <----------------------------------------------------------------->
              operations = the supporting team practices
                  that keep these layers coordinated

Operations defines the tools & methods for selectively coordinating or tuning practices across all these stages.

In practice, unpredictable outcomes must be selected from a variety of tactics, progressively constrained by a few strategies, fewer policies, and even fewer goals.  It is paramount to require many tactical experiments yet keep, at all costs, most policy influences OUT OF TACTICS, except where absolutely necessary!  Groups should have infinite tactics, a minimal # of strategies, drastically fewer policies, and only one overall goal.

In operations:  interaction drives awareness ... and eventually aggregate coordination too.

Recently developed capitalist markets have well developed strategies for concentrating resources first – in banks, armies, etc - THEN seeking outlets for concentrated application (one of many possible application patterns).

In contrast, richly-connected biological & tribal groups utilize an alternate strategy, of rapidly distributing any/all resources, and efficiently concentrating them only upon demand.  Unpracticed systems concentrate assets into crude tools and methods.   Highly practiced systems are able to continually re-optimize with greater agility.  That agility is expressed as the quality of distributed decision-making, which requires adequately distributed asset allocation to maintain.   Such attention to group tuning allows agile systems to run circles around unpracticed systems.

  Lesson: resource distribution cannot be separated from mobilization capabilities.  

A simple truth:  Force concentration can temporarily trump some obstacles, but only if group agility exceeds rate of context change.  Group asset allocation in the form of toolkits and methodology must meet adaptive demands.   Unmanaged group disparity is always temporarily useful, soon irrelevant, and eventually suicidal.   The most valuable assets are trained, trusted partners who can be counted upon to work well together.