Organizational robustness in socio

Transcription

Organizational Robustness in
Socio-technical Systems
Study of the social interactions between supervision and
maintenance operators of the largest French telecoms
operator
Ivan Boissières and Eric Marsden
Institute for an Industrial Safety Culture
Toulouse, France
Ivan Boissiè re s & Eric Marsde n
Organizational Robustness in Socio-te chnical Systems
SRA-Europe confere nce , Se pte mber 2006
1
Context
●
Hierarchy in a telecoms network
–
–
–
●
Different types of traffic
–
–
●
Individual subscribers connected to a local exchange
Local exchanges connected to regional transit exchanges
Regional centers connected by a national network
circuit-switched calls (more than 40 billion minutes in
2004)
packet-switched data
Frequent technical perturbations that can affect
reliability
–
–
–
Hardware and software failures of telecoms switches
Communications link malfunctions
Traffic spikes
2
Context
Maintenance workers fix failures in a given
regional zone
● Supervision workers detect problems by
analyzing alarms
●
–
●
Local, regional and national supervision centers
Multiple sources of change
–
–
Technology: mobile traffic, consumer ADSL,
increasingly sophisticated telecoms switches
Organizational change: privatization, reorganization
of supervision activities
3
Objectives
●
Social threats to reliability that result from the dependence on
human operators
–
Key supervision operators can threaten strike action
–
Social tension between different groups of operators (due to factors
such as rivalry or jealousy) can impair productivity
–
Individual operators can become upset and refuse to cooperate with
certain colleagues
●
Level of vulnerability depends on organizational design
●
Our objective in this study:
–
characterize the relationships and social interactions between
supervision and repair operators
–
identify factors that contribute positively or negatively to the
robustness of the overall socio-technical system
4
Method
●
Five-year study of France Telecom’s
supervision and maintenance activities
–
Visiting 10 of the 20 supervision centers in France,
and centers in Argentina and Spain
–
Structured interviews with 250 employees to
characterize their interactions with colleagues
–
Identify operators’ personal networks, using an egocentric approach
5
Characteristics of an interaction
●
Names of the entities involved
●
Type of situation when the interaction arises: crisis situation or nominal activity
●
Direction of the interaction (from whom to whom?)
●
Type of interaction: information sharing, fault diagnosis, order, friendship …
●
Mode of communication: oral, written, or via the information system
●
Competencies of each entity used during the interaction
●
Frequency of the interaction
●
Mean length of each interaction
●
Number of people in each entity involved in the interaction
●
Functional importance of the interaction, from the interviewee’s viewpoint
●
Quality of the interaction (what works/doesn’t work) from the interviewee’s
viewpoint
6
Partial social network
cadre expert-soutien
supervis-orientation
pilotage-maintnce
AQF (GPS MT
gestion Ren)
d'état des sites
cg GPS
GSR
GPS MT
resp dep
GIL's (zone Nant)
GIL (Nant)
GPS (zone Nant)
hiérarchie DR clientes (PSP Nant)
hiérarchie DR Nant
carrefour info (zone Nant)
travaux programmés
analyse traf TR/TD
cg PSP Nant
PSP Nant (brig)
resp. exploitation (DR)
soutien technique SI (DR)
intervention Agences DR
c. enregistrement (DR client)
cg GIL Paris
GIL Paris
autres PSP
supervision-pilotage
cg GPS Paris
AR des DR
cadre TD
GSTD
cg
GSP
Nant
GE propres (Nant)
autres GE propres
AQF (GPS Paris)
GSR (PEMS)
DT ou UDS
GSTR
GSP Nant (brig)
PSP's Paris
CSC (zone Nant)
GSN
CSPO
centr.superv.nation.
posit. Superv Traf TR
AQ Traf IZAA
cadre expert
cg GSP Nanc
cadres soutien prox
cadre expert-soutien (traf)
GSP Nanc (brig)
CSC (Nanc)
cg CSR Traf
CENT
PSP
Nanc
autres GSP
GE propres
cg CSR Blag Traf
AMRE
SAV OT (Blag)
carrefour info Paris
carrefour info (zone Nanc)
CNG
cg autres GSP
CSR Blag Traf (brig)
Supervision TR Trans
posit. SAV ORT
travaux programmés (Blag Trans)
GSP Toul (brig)
autres CSC
CSR Blag Trans (brig)
GE propres (Toul)
cg CSR Blag Trans
cd SR (CSR Blag)
AQ Traf IU
cadre expert-soutien (Blag Trans)
OT (supervision)
CSC (zone Toul)
supervision
cg GPS MT Toul
AQF
GRI
GSR
cadre (AQF)
cg PSP Toul
PSP Toul (brig)
cadre TD
base arrière (PSP Toul)
cadre administrateur
cadre expert outil
doc sup
GERS
Opérateurs affiliés EBN
DUO URN PO
Directeurs (DT-DVRN, DVRN, EBN)…
chef de département (Administration Rx URN PO)
GPS's (PSP Toul)
cd Rx UER Toul
GEE
Agences DR clientes
GIL's (zone Toul)
7
Partial social network
cadre expert-soutien
supervis-orientation
pilotage-maintnce
AQF (GPS MT
gestion Ren)
d'état des sites
cg GPS
GSR
GPS MT
resp dep
GPS
Nantes
GILs
Nantes
GIL's (zone Nant)
GIL (Nant)
GPS (zone Nant)
hiérarchie DR clientes (PSP Nant)
hiérarchie DR Nant
GILs
Paris
carrefour info (zone Nant)
travaux programmés
analyse traf TR/TD
cg PSP Nant
PSP Nant (brig)
resp. exploitation (DR)
soutien technique SI (DR)
intervention Agences DR
c. enregistrement (DR client)
cg GIL Paris
GIL Paris
PSP Nantes
autres PSP
supervision-pilotage
cg GPS Paris
AR des DR
cadre TD
GSTD
cg
GSP
Nant
GE propres (Nant)
DT ou UDS
GSTR
GSP Nant (brig)
GPS Paris
PSP's Paris
autres
GSPs
GSN
CSPO
centr.superv.nation.
Supervision TR Trans
posit. SAV ORT
AQ Traf IU
CSR
OT (supervision)
Traf
GPS
Toulouse
GSP Nancy
GSP Nanc (brig)
CSR
autres CSC
travaux programmés (Blag Trans)
Toul (brig)
TransGSP
CSR Blag Traf (brig)
(brig)
CSRGE propres (Toul) CSRcgBlagCSRTrans
Blag Trans
cd SR (CSR Blag)
CSR Traf
cadre expert-soutien (Blag Trans)
Provinc
CSR
CSC (zone Toul)
eProv
GERS
supervision
cg GPS MT Toul
AQF
GRI
GSR
cadre (AQF)
cg PSP Toul
PSP Toul (brig)
cadre TD
base arrière (PSP Toul)
cadre administrateur
cadre expert outil
doc sup
GPS's (PSP Toul)
GILs
Toulouse
cadre expert
cg GSP Nanc
CSC (Nanc)
cg CSR Traf
CENT
PSP
Nanc
autres GSP
GE propres
cadres soutien prox
cadre expert-soutien (traf)
posit. Superv Traf TR
AQ Traf IZAA
carrefour info (zone Nanc)
CNG
cg autres GSP
CSC (zone Nant)
cg CSR Blag Traf
AMRE
SAV OT (Blag)
carrefour info Paris
CSR IdF
GSP Nantes
autres GE propres
AQF (GPS Paris)
GSR (PEMS)
Opérateurs affiliés EBN
DUO URN PO
Directeurs (DT-DVRN, DVRN, EBN)…
chef de département (Administration Rx URN PO)
PSP Toulouse
cd Rx UER Toul
GEE
Agences DR clientes
GIL's (zone Toul)
GILs
8
Extrapolated social network
GPS889
GPS668 GPS669
GIL667 GIL668
GPS6610
GIL666 GPS667
GPS666
GPS888
GPS887
GPS8810
GPS886
GPS885
GPS665
GIL665
GPS111
GPS112
GIL113
GPS113
GIL114
GPS114
GPS774
GPS663
PSP11
GPS115
GIL115
GPS116
GIL116
GPS118
PSP88
PSP66
GPS664
GIL883
GPS9101
GPS9102
GPS9103
GPS662
GPS661
GIL663
GIL774
GPS772
GIL777
GPS771 GPS773
GPS778GPS775
GIL662
GPS777
GPS1110
GIL117
GPS881GPS884
GPS883
GPS882
GIL775
GIL778
PSP77
GSP8
GIL9104
PSP910
GPS9105
GPS9107 GPS9108
PSP910
GPS9106
GPS9109
GPS91010
GIL9107
GPS779
GPS776
GIL9108
GSP6
GPS119
GPS117
GPS4410
GPS449
GSP7
GSP1
GIL448
GPS448
GPS9104
GPS991
GPS447
PSP44
GPS446
GPS445
GSP4
GPS993
GPS994
GPS554
GPS444
CSR Province
CSR IDF
GSP5
GIL552
GIL553
GSP9
PSP55
GSP2
GSP3
GIL222
GPS221
GIL223
GPS556
GPS224
GPS223
GPS9114
GPS335
PSP22
GPS225
GPS226
PSP33
GPS227
GPS2210
GIL227
GPS228
GIL228
GPS229
GPS997
GPS9910
GPS998
GPS999
GIL998
GIL9113
GPS9111
GPS9112
GPS222
GIL557
GPS557
GPS558
GIL558 GPS559
GPS5510
PSP99
GPS996
GPS443
GPS442GPS441
GPS551
GPS555
GPS552 GIL554
GPS553
GPS992GPS995
PSP911
GPS334
GIL335
GIL334
GPS336
GPS337 PSP33
GPS333
GIL337
GPS332
GIL339
GPS338 GIL332
GPS3310
GPS331
GPS9113
PSP911
GPS9115
GPS9116
GPS9117
GPS91110
GPS9118
GPS9119
GIL338
GPS339
9
Analysis
●
●
●
Operators produce a strong collective response to manage technological
risk
–
The social network is dense
–
High level of redundancy in communication paths
–
Low mean distance between operators
Network is plastic: variable-sized groups respond to perturbations
–
plasticity = standard deviation of the mean number of operators involved in one
action
–
Allows effective handling of crisis situations without introducing excessive
overheads during nominal activity
Social network is decentralized
–
Operational supervision and repair activities are mostly transversal between
technicians, following functional structure rather than hierarchy
–
Agents higher in the organizational scale are often at the margins of the social
network
10
Organizational factors that
influence cooperation
Category
Mutual acquaintance
Factors seen as
promoting
cooperation
Recognition
Solidarity
Learning
Factors seen as
generating
conflict
Meaning
People know each other “personally”
Recognition that a colleague’s work is
useful/legitimate
The sense of belonging to the same
collective group
The possibility of improving one’s skills
and competence set
Tension
Rivalry between groups of operators (due
to competition)
Organizational change
Restructuring of the official
hierarchy/organization
Institutional
communication
Top-down information accompanying an
organizational change
Competence
Level of competence required
oneself, and of others)
(of
11
Analysis
●
Operators demonstrate an “organizational intelligence” through
their use of social relationships that are built up over time
●
This is an important factor in ensuring the socio-technical
system’s robustness
●
Activity is difficult to characterize and quantify
–
●
Its importance is generally underestimated by the operators’
managers
–
●
not mentioned in official handbooks that describe (and prescribe)
supervision and maintenance activities
“we don’t pay them to chat”
This underestimation of an important factor in the system’s
robustness is a potential source of vulnerability for the system
12
Future work
●
Dependability analysis applied to social
networks
–
–
●
Characterize the fault tolerance mechanisms
Predict the most effective use of redundancy
Develop techniques to include time in
representations of social networks
–
–
Before-after studies
Represent the dynamic reconfiguration of the
network in response to a perturbation
● The
dynamics of organizational resilience
13
Further information
●
Ivan Boissières : [email protected]
●
Eric Marsden : [email protected]
●
ICSI : www.icsi-eu.org
14

Organizational robustness in socio

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