After all things are simple!
Interaction is a kind of action that occurs when two or more objects or things have an effect one on another.
If we think a situation is often seen as cause / effect, we come easily to the concept of interaction thought otherwise. The idea of a two-way effect is essential to the concept of interaction.
In a commentary to the title, ” Where is the problem” a recent post I wrote, @ joerka , whom I thank , mentioned in twitter ” The problem is hidden in an infinite network of causes effect. It’s pragmatism of reality that comes to your rescue. Defines it. “
It is perhaps this detail of cause and effect that causes all the difference when we want to go further.
Who deals with the interactions of interactions in the systems, i.e. combinations of many simple interactions, knows that these can lead to surprising emergent phenomena.
Although the interaction has different meanings in different disciplines, all point to systems that are interrelated and interdependent. Every action has a consequence.
For most of us achieve good results in solving problems or meeting needs , means we need to increase the number of positive interactions they have at home and at work and reduce our negative interactions .
To promote these actions you must create personal rituals and team to help us interact more positively. If we make them part of our organizational process and individual habits, is more likely to happen.
When discussing the business and want to contribute with design thinking for their development, there is always an issue facing us :
According to Gary Hamel 90% of strategies fail due to poor implementation and think that design can help reduce this failure rate with the methods and design processes, such as observation, visualization of ideas and interaction prototypes.
Roger Martin says: “That’s actually a lot easier that it sounds. My preferred approach is to treat strategy– making as developing a set of answers to five interlinked questions. The questions — which cascade logically from the first to the last — are as follows:
- What are our broad aspirations for our organization & the concrete goals against which we can measure our progress?
- Across the potential field available to us, where will we choose to play and not play?
- In our chosen place to play, how will we choose to win against the competitors there?
- What capabilities are necessary to build and maintain to win in our chosen manner?
- What management systems are necessary to operate to build and maintain the key capabilities?”
As in any situation of questioning it is necessary to find an answer to our strategy. But that is not enough!
This is not a relation of cause and effect but an interaction where the consistency of response is crucial for the mutual reinforcement of each.
The place where we play can shape the way we play to win and it’s good to think back and think about what our objectives are and how we play. We do not think the field without considering what our aspirations are or how we play to get there. We go back and refine some passes and how they master the moves.
A look at the games of the football world championship and we observe the interactions made by several teams. The strategy is the kind of interaction appropriate to the aspirations of each team, whether in the area of more favorable field with the players available or suitable for the game.
The visualization of interactions facilitates the approach to strategy and enables the refining of each level of the cascade. There are consequences everywhere, but there is not only one route option.