Thanks to the folks at OMG Business Ecology and especially Brenda Michelson, attendees at the inaugural “Optimization for Innovation” Conference in December will be treated to a very handy guide on how to manage organizations (and their buried messes) …
Sometimes it’s a just a little mental slip, but many times is purposeful obfuscation on the part of the person speaking. And, there’s only one reason to do such a terrible thing, that’s because the person speaking isn’t certain about what they’re talking about. The crowd-sourced definition of “architecture” on wikipedia gives a nod towards […]
The post If You Are Only Talking “Architecture”, You Don’t Know Squat appeared first on Philip Allega.
Who wrote the interview questions?
Face it – you are being hired as one of the top technical employees at the prospects company. Who is going to ask you questions? Chances are the interviewer didn’t create them and had somebody else to do this for the…
Hello Fellow Followers, I am sorry for the radio silence, but I have been extremely busy writing up my case studies for the last month. It is the biggest and most important part of my thesis. Luckily, I have been provided to really interesting cas…
It is not my intent in writing to this Enterprise Architecture blog to spend any time getting caught in the old-school EA mentality of thinking in an Enterprise Architecture-centric way. I share Mike Rolling’s of Burton Group’s perspective in this re…
Enterprise Architecture provides an engine to identify where tweaks & amendments need to be made in order to provide valid and coherent IT systems, process and infrastructure that supports business operations.One of the difficulties facing Program…
There are a couple of avoidable behaviors that architects sometimes adopt that generally annoy project teams.
The first is “nick picking” – identifying an apparent issue and then drilling down into it to minute detail. It …
There is a good summary of Eduardo Jezierski’s blog “Architecture, Mobiles, and Health: 10 Pitfalls” J.D. Meier’s Blog. The summary is excellent and stands alone if you don’t have more than a few seconds to spare. If you have a few minutes …
Alex Cullen from Forrester recently posted a blog post entitled "How Would You Sell Business Architecture To Your CEO?". To summarize as briefly as possible, Alex had no prior warning and used the following messages to ‘sell’ EA to the CEO.
EA supports consistency in the execution of corporate strategy
EA supports alignment of IT initiatives to corporate strategy
The use of capability maps
During the past few days, I have been reviewing Kristian Hjort-Madsen’s PhD ‘Architecting Government: Understanding Enterprise Architecture Adoption in the Public Sector’ in relation to enterprise ontology and enterprise modeling methodologies. A vast amount of his referenced research publications is framed around institutional theory, in which organisations are seen as acting in various institutional fields (e.g. professionalism, legislations, polices, technological trends) that stimulate and constrain organisational decisions (Dimaggio & Powell, 1983). Hjort-Madsen believes that this is one of the key influences behind EA adoption , but it also comes at the cost of theoretical lopsidedness with a paradoxical backlash: institutional forces might explain certain reasons for EA adoptions in government, but institutional analysis tends to ignore the importance of free will of agency and rather draw its explanations from abstract, nearly autonomic forces in the organisational environment. Ultimately, the importance of free will—both on the individual level and within organisations—is trapped inside an institutional iron cage manifested in socially contrived institutions that—paraxodically enough—were created, maintained, and bureaucratized by human free will in the first place. Several researchers have criticised the institutional approach:
- Hasselbladh and Kallinikos frame the popularity of institutional analysis in organisation theory whilst acknowledging its analytical tendency to reify social, emergent structural forces: “[…] the social and cultural processes that make up the project of rationalization and shape the structure functioning of work organisations have either been bypassed or given an exogenous status, reified to ’reality’, ’society’ or ’environment’ and treated as independent variables in cross-sectional or longitudinal empirical research.” (Hasselbladh & Kallinikos, 2000, p. 698) Neo-institutionalism, the authors say, grew out of a organisation studies as a response to classic positivist thinking: “[Neo-institutionalism emphasises that] Organizations are not responses that eolve as detached rational calculations. […] The realist-materialist conception of organizations as adapting systems in natural environments of resources, threats and opportunities has, thus, again been brought to the fore and criticized as inadequate, on several grounds.” (Hasselbladh & Kallinikos, 2000, p. 698) This shift might get rid of some problematic assumptions, but the result is merely another reduc- tionistic approach: organisational rationality now happens “by reference to legitimacy, as the major prerequisite for organizational survival and success.” (Hasselbladh & Kallinikos, 2000, p. 699)—but praising legitimacy as the key variable in organisational logic is merely shifting the influencing parameter in the same first order systemic view of organisations .
- Another key problem with institutionalism is tendency towards generalisability and the perceived birds-eye view of the organisational field, which tends to neglect local actions: “Neo-institutionalism offers no account of the means through which a domain of action is conceived, rules of conduct, performance principles and devices of controls are developed and forms of actorhood constituted.” (Hasselbladh & Kallinikos, 2000, p. 701) The global, generalising institutional perspective thus takes precedence over local meaning production, whilst failing to account for how and why a specific process of institutionalisation emerges and exerts influence (Hasselbladh & Kallinikos, 2000, p. 702).
- Mintzberg extends the above problems into management and strategy (Mintzberg et al., 2002, ch. 10), where he clearly explains the problems of institutional theory: organisations are turned into fruit flies swerving wildly in a thick, hazy porridge of policies, regulations, and cultural norms. Individual, strategic decisions (e.g. government adoption of ITIL) is turned into a programmatic stroke of the environment, invisibly but collectively manuscripting the behaviour of every CIO. After all, as Mintzberg writes, “what is an ’industry environment’ but all the organizations functioning in it?” (Mintzberg et al., 2002, p. 297)—or is the environment merely a social construction that actorhood applies locally in order to cover up for mistakes or irrational behaviour? Mintzberg rightfully labels this view “looking at the world through the wrong end of a telescope” (Mintzberg et al., 2002, p. 293), and this is exactly what Hjort-Madsen tends to practice when he backtraces government practice to an illusorily forceful environment.
- reductionistic in the sense that organisational behaviour and rationality are mainly shaped by external institutional processes reified into a certain corporate reality. Rather, these processes are created and sustained by social, contrived entities (e.g. bureaucracies)—and not prescribed through scientific laws of society.
- ontologically paradoxical, since an institutional understand pays more attention to the so- called environment than the organisations inhibiting the environment, but fact is that the environment is constituted by nothing but the inhibiting organisations in the first place.
- ontologically imbalanced since it removes the analytical focus from local, immediate and particular to a birds-eye view in search of generalisability.
 For instance, see (Hjort-Madsen, 2007) (Publication II in (Hjort-Madsen, 2009)), (Hjort-Madsen & Marjin, 2007) (Publication III in (Hjort-Madsen, 2009)), (Hjort-Madsen, 2007) (Publication IV in (Hjort-Madsen, 2009)), and (Hjort-Madsen, 2009, p. 18, 20, 36, 61).
 As Hasselbladh and Kallinikos assert, Parsons’ structural functionalist framework for sociology already high- lighted the importance of inter-subjective meaning and interpretation in 1951 (Trevino, 2001). Thus, some aspects of institutional theory are very close to Parsons’ systems theory of society—and therefore not an inherently new theory of paradigm for understanding social organisation.
Dimaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizartional fields. American Sociological Review, 48, 147-160.
Hasselbladh, H., & Kallinikos, J. (2000). The project of rationalization: A critique and reap- praisal of neo-institutionalism in organization studies. Organization Studies, 21(4), 697- 720.
Hjort-Madsen, K. (2007). Institutional patterns of enterprise architecture adoption in govern- ment. Transforming Government: People, Process, and Policy, 1(4), 333-349.
Hjort-Madsen, K. (2009). Architecting government: Understanding enterprise architecture adop- tion in the public sector. Phd doctorate.
Hjort-Madsen, K., & Marjin, J. (2007). Analyzing enterprise architecture in natinal governments: the cases of denmark and the netherlands. In Proceedings of the 40th hawaii international conference on systems sciences. Big Island, Hawaii.
Mintzberg, H., Ahlstrand, B., & Lampel, J. (2002). Strategy safari (2nd ed.). LT Prentice Hall. Trevino, A. J. (2001). Talcott parsons today: His theory and legacy in contemporary sociology.
New York: Rowan and Littlefield.
CAEAP is The Center for the Advancement of the Enterprise Architecture Profession. It is an advocacy body for the emerging (and dying) profession of enterprise architecture. The Center for the Advancement of the Enterprise Architecture Profession is wo…
I have great news! Firstly, I have today (tentatively) put the last dot into my chapter on Enterprise Ontology Practice. Secondly, I have converted all of my Word/docx and Omnigraffle sources into LaTeX and vector graphics. I simply wasn’t happy with t…