LecturerDr. Simon Poon

Week 2 Lecture: Information Systems Concepts &

Systems Thinking

COMP5206Introduction to Information

Systems

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What is Information Systems?

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What are the differences between IS, CS and SE?

What are some of the IS related challenges today ?

Growth and InnovationPervasiveness of IT impact on businessWhat technology trends to watch?Sourcing and globalizationComplexity and scale of IT infrastructureIT Investments--short-term and long-termNavigate complex technology landscapeMulti-generational IT workforceMuch more….

How should we study these issues?3

What is a System?

What is a simple or a complex system?

A ‘system’ is set of inter-related components or subsystems and processes.

We generally deal with ‘teleological’ (purposeful) systems.

For such systems, we modify the definition:A ‘system’ is made up of inter-related components that

work together to achieve the overall objectives of the whole system

Systems approach or thinking refers to the study of the system as a whole in which the interdependent parts interact with each other dynamically to achieve the system’s goals

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“Structure” of Systems

Overall objective represented as concrete measure(s) of performance,

Inputs and ResourcesProcess(es)OutputsSystem BoundarySystem EnvironmentFeedback Mechanisms

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System Boundary and EnvironmentInternal and external environmentsBoundary – interface with the external

environment at the boundary

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FeedbackOutputs from the system can be channelled

back as input to the systemsFeedback can be positive or negativeVicious and virtuous cyclesHomeostasis and self-regulation

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Process View of Systems

Input-Output ApproachInputs to the system (from the ext. envt.)Throughput processing/TransformationOutputs of the system (to the ext. envt.)Feedback MechanismsInter-connectedness of partsModelling of the overall system with a

view to developing optimal solutionThe management subsystem (in the

organisational context) can be viewed as an information-processing system

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An Example:Systems Analysis of An Organisation

Aspects of organisation need to consider:The way jobs are broken down as

specialisationsThe ways jobs are grouped together and

managed in units The way control and co-ordination are

maintained (i.e. sequential decision making process)

The way information is shared and exploited and issues of ownership

The way overall growth and development of the organisation is supported.

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Systems Analysis….Aims at achieving understanding in ‘logical’

terms of the human activities, events and actions, information transformation processes and data resources relevant to the environment of a new system.

By describing in some detail the kind of processes and data that system will deal with, and the relations among them.

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Traditional ApproachStructured Systems Analysis (Since

DeMarco’s structured systems analysis method (1978)System is a collection of processProcesses interact with data entitiesProcesses accepts inputs and produce

outputsData Flow Diagram

Entity-Relationship ModelFirst designed by Peter Chen in 1976. Other variations

have since appeared.Often abbreviated as “ER” or “ERD”

Used to interpret, specify, and document database systems.

Graphical representation of what data needs to be contained in the system.

Efficiency-oriented Approaches to Systems Thinking – PROBLEMS??

Concerned primarily with the efficiency of the system’s operations,

Has its origins in what is known as ‘scientific management’ or ‘Taylorism’.

Focus on eliminating all forms of ‘waste’ and ‘slack’ and eliminating them from the system to achieve cost savings.

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Management Science/General System Theory Approach

Careful description of the total system including: full specifications of the parts or the components and their coordination,

identification of the measures of performance in measurable terms,

definition of the system’s boundaries and by implication, its external environment.

Total system objectives – performance measures for the whole system

Resources available to the system – current and potential System’s environment – the fixed constraints, what lies outside

the system, The components of the system; their activities, goals, and

measures of performance. How they mesh with the overall measures of performance,

The management of the system

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Interdependence between Organizations and Information Systems

IS and Organisation

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S

Case: Pesticide Example (by Daniel Aronson)

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PesticideApplication

Insects Damaging CropsO

Short Term resultsDirection of causation

Long Term results

IT inspired workplace

Average 40hours/week (for 40 years of working life)

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The Systems thinking approach incorporates several tenets:

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Interdependence of objects and their attributes - independent elements can never constitute a system

Holism - emergent properties not possible to detect by analysis should be possible to define by a holistic approach

Goal seeking - systemic interaction must result in some goal or final state

Inputs and Outputs - in a closed system inputs are determined once and constant; in an open system additional inputs are admitted from the environment

Transformation of inputs into outputs - this is the process by which the goals are obtained

Entropy - the amount of disorder or randomness present in any system Regulation - a method of feedback is necessary for the system to

operate predictably Hierarchy - complex wholes are made up of smaller subsystems Differentiation - specialized units perform specialized functions Equifinality - alternative ways of attaining the same objectives

(convergence) Multifinality - attaining alternative objectives from the same inputs

(divergence) Source: http://en.wikipedia.org/wiki/Systems_thinking

Parts, Wholes and Relationships

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Internal Properties unchanged Weakly affected

Strongly affected

Strongly affected

Strongly affected Strongly affected

Strongly affected

Strongly affected

Key System PrinciplesOpenness: - System behaviour can only be understood

in relation to the external environment- Distinction between the system and the

environment – systems boundary- Controllable and uncontrollable variables- Transactional environment and variables

that can be influenced.- Role of leadership and managing upward

in purposeful systems

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Key Systems Principles (contd.)

Purposefulness Value-guided systemsRole of understanding (why actors do

what they do)Rational, emotional and cultural

dimensionsReaction- response- action AdaptivenessActive Role of Choice

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Key Systems Principles (contd.)

Emergent PropertyProperty of the whole that cannot be

deduced from the properties of the partsEmergent properties as the product of

complex interactions among several elements

Interactions among five basic processes: throughput, decision making, learning and control, membership, and conflict management.

Measurement system

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Key Systems Principles (contd.)Multidimensionality

Multiple interacting dimensionsSeemingly opposing tendencies not

only co-exist to form a complementary relationship

Plurality of structures and processes.

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Key Systems Principles (contd.)Counter-intuitiveness

Actions intended to produce certain outcomes may generate opposite results.

Beyond certain point, quantitative change can lead to qualitative change – difference in degree versus difference in kind

Inflection Points

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The Systems Approach

The systems approach or systems thinking is a method of analysing or thinking about complex systems from the perspective of the total system, the goals of the overall system, the individual components, and the inter-relationships and inter-dependencies between the components.

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Systems Theory

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Systems Theory: the transdisciplinary study of the abstract organization of complex phenomena, independent of their substance, type, or spatial, or temporal scale of existence. It investigates both the principles common to all complex entities, and the (usually mathematical) models that can be used to represent them.

What is Information Systems?IS as a product in production or in use?

From the societal levelFrom the macro economic levelFrom the industry level (e.g. producing versus using)From the organisational levelFrom the individual level

Based on your foresights in the technological advances, what do you see University of Sydney in 10 ten years?

Do you think tertiary education can be transformed into 100% online? What questions do you need to ask before implementing the online systems?27

Understanding Organizational Systems

Structural frame: Focuses on roles and responsibilities, coordination, and control. Organization charts help define this frame.

Human resources frame: Focuses on providing harmony between needs of the organization and needs of people.

Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power are key issues.

Symbolic frame: Focuses on symbols and meanings related to events. Culture is important.

Week1: Social Responsibility

Internet over satellite in developing nations

Bridging the Digital Divide

One laptop per child initiative

Cuban Youth Computer Club mobile unit

Democratizing Innovation Users of products and services are increasingly

able to innovate for themselves. User-centric versus manufacturer-centric

innovation Innovation user and innovation manufacturer

are two general “functional” relationships between innovator and innovation. Users are unique in that they alone benefit

directly from innovations. Can be extended to specific functions,

attributes, or features of product s and services

e.g. Desktop publishing using computer User-innovators with stronger “lead user”

characteristics develop innovations having higher appeal in the general marketplace

Many users want custom products (heterogeneous needs)

Users’ innovate-or-buy decisions Agency costs (monitor, commitment &

quality) Social welfare

User-innovator may value process of innovating

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Democratizing Innovation Users and manufacturers tend to develop different types of innovations

Information asymmetries Users tend to develop innovations that are functionally novel & requiring user-

context information User often reveal their innovations

Social efficiency is increased if users can diffuse to others what they have developed

Widespread diffusion by unexpected means like “freely reveal” Innovation Communities

User-innovators need to develop ways to cooperate, e.g. OSS Innovation contributors can obtain some private rewards

Adapting Policy to User Innovation Social welfare implication IP (innovation investment) versus public welfare

Democratising Innovation Traditional pattern of concentrating innovation-support resources on a few

individual is inefficient Users will be an increasingly important source of innovation Users will increasingly substitute for or complement manufacturer-innovation

activities Manufacturer may “discover” lead user innovations Firms need to understand the distributed innovation process and factors

affecting lead users innovation

Chapter 5: Web 2.0Web 2.0 is a loose collection of information technologies

and applications, and the Web sites that use them.

Most Common Web 2.0 Memes

Key messageshttp://www.linkedin.com/news?actionBar=&sik=1243908146608&aIdx=0&articleID=38395511

The more our computers are connected, the more we realise how disconnected our information is

Social computing tools can connect people, information and knowledge

Use social computing tools in “smart ways” to serve growing user demand to interact directly with government

Remember to concentrate on the “social”-part, not the “computing” part

IT Strategy: A Decision Making Perspective

1. “Futurity of current decisions”

2. “Recognition and response to weak signals”

3. “Allocation of scarce resources”

4. “Adapting to new context”

5. “Managing for today” while “preparing for tomorrow”

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Preparation for next week…

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Dynamics of Complex Systems (Pattern Formation)

1 0 1 1 0 0 0 1 0 1 0 0 1 1 0 0

0 1 1 1 0 0 0 0 1 0 0 0 1 1 0 0

0 1 1 1 0 0 0 0 0 0 0 0 1 1 0 0

0 1 1 1 0 0 0 0 0 0 0 0 1 1 0 0

0 1 1 1 0 0 0 0 0 0 0 0 1 1 0 0

Source: Making Things Work: Solving Complex Problems in a Complex World(Bar-Yam 2004)

How to w

orkout

the underly

ing pro

cess

from th

e patte

rns?

Start with different structures…

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1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0

1 1 1 1 0 0 0 0 1 1 1 1 0 0 0 0

1 1 1 1 0 0 0 0 1 1 1 1 0 0 0 0

1 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0

1 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0

Another structure…

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1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1

1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

There are total of possible 2n structures!!!

A Model of Panic

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A model of panic, based on local interactions. Lighter shades represent calm people; while darker shades represent panicky people. On the LHS, the person in the centre will panic; on the RHS, the person in the centre remain/become calm.

Model of crowded auditorium: 7 repetitions of the panic rule

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 321 1 0 1 0 0 0 0 0 0 1 1 1 0 1 0 0 1 0 1 0 0 0 0 1 1 1 0 0 1 1 0 12 1 0 0 0 1 0 0 0 0 1 0 0 1 1 0 0 1 1 1 1 1 0 0 0 0 1 0 0 1 0 0 13 0 1 0 1 0 0 0 0 1 0 0 0 1 1 0 0 1 0 0 0 1 1 1 1 0 1 1 1 0 0 0 14 0 1 1 0 0 0 1 1 1 0 0 1 0 0 0 0 1 1 1 0 0 0 1 0 0 0 0 1 0 1 0 15 0 0 1 0 0 1 0 1 1 1 1 0 0 1 0 0 0 0 0 0 1 0 0 1 1 1 1 0 0 1 1 06 1 0 0 1 0 1 1 1 0 1 1 1 1 0 1 1 1 1 0 1 1 0 0 0 0 1 1 1 0 1 1 17 0 1 0 1 0 0 1 0 1 0 0 1 1 0 0 0 1 1 1 1 0 0 1 0 0 1 1 0 1 1 0 18 1 0 0 0 0 1 1 1 0 1 1 0 1 0 0 0 1 0 1 1 0 1 0 0 0 1 1 1 0 1 1 19 1 0 1 1 1 1 0 1 1 1 0 0 0 0 1 0 1 0 0 0 0 0 0 1 0 0 1 1 1 1 1 0

10 0 0 0 1 1 1 1 1 0 1 0 0 0 1 1 1 1 0 0 0 0 0 1 0 1 1 0 0 0 0 0 011 0 0 0 0 0 0 1 0 1 0 1 0 1 0 1 0 0 1 0 1 0 1 1 0 0 0 1 0 1 0 1 112 0 1 1 0 0 0 0 0 1 1 0 0 1 1 0 0 1 0 0 1 0 0 1 1 1 0 1 1 0 1 1 113 1 1 0 0 1 0 1 1 0 0 0 1 0 0 1 1 1 1 1 0 0 0 1 1 0 0 0 1 0 1 0 114 1 0 1 1 0 1 0 0 0 1 1 1 0 1 1 0 1 0 0 0 1 1 1 1 0 1 0 0 0 0 1 115 1 0 1 1 1 1 1 1 0 1 1 0 1 1 1 1 1 0 1 1 1 1 0 1 1 0 0 0 1 1 0 016 0 1 1 1 1 0 0 1 1 1 0 0 0 1 1 0 1 0 0 0 1 0 1 1 1 1 0 1 0 0 1 017 0 1 0 1 1 1 1 0 0 1 1 0 0 1 0 0 0 0 1 0 1 1 0 0 1 0 0 0 1 1 0 118 0 0 1 1 0 0 1 0 0 0 0 0 1 0 1 0 1 0 0 0 1 1 1 1 1 1 1 0 0 1 1 119 1 1 0 1 1 0 0 1 1 1 1 1 0 0 1 0 1 0 0 1 0 1 0 0 1 0 0 1 0 1 0 120 0 0 1 0 0 1 1 0 1 0 0 1 1 0 0 0 0 1 1 0 1 0 1 1 0 1 1 0 1 1 0 121 0 1 0 0 1 1 1 0 0 0 1 1 1 1 1 0 0 1 0 0 0 0 0 1 1 0 0 1 0 0 1 022 1 0 1 1 0 0 0 1 0 0 1 0 1 0 1 1 0 0 0 0 1 1 0 1 1 1 0 0 0 1 0 023 0 0 0 1 0 0 1 1 0 0 0 0 0 1 1 0 1 0 0 0 0 1 0 1 1 0 1 1 0 1 0 024 0 1 1 1 1 1 1 0 0 1 1 0 1 1 0 1 1 1 0 0 1 0 1 0 1 0 0 1 0 1 0 125 0 0 1 0 0 1 0 0 1 1 0 0 1 0 1 0 0 1 1 0 0 0 1 1 1 0 0 1 1 1 0 026 0 1 0 0 1 0 0 0 1 1 1 1 1 0 1 1 1 0 1 1 1 1 0 0 0 0 1 0 0 0 1 027 0 1 1 1 0 1 1 0 0 0 0 1 0 1 1 0 0 1 0 0 0 0 0 1 1 0 1 1 0 0 1 128 1 0 1 0 0 0 1 0 1 1 0 0 0 1 0 1 1 1 0 0 0 0 0 1 0 1 0 0 0 0 0 029 1 0 1 1 1 0 1 1 0 1 1 1 0 1 0 0 1 1 0 0 1 1 1 0 0 1 0 0 1 1 1 030 0 0 0 0 1 1 0 1 1 1 0 0 0 1 0 1 0 1 0 1 0 0 1 0 1 1 0 0 1 0 1 031 0 1 1 0 1 0 1 0 1 1 1 0 1 0 0 0 0 1 1 0 0 1 0 1 0 0 0 0 1 0 1 132 1 0 1 1 0 0 1 1 0 0 0 0 1 0 1 1 1 0 0 0 1 1 1 1 1 0 1 1 1 0 1 1

Step 11 1 1 1 0 0 0 0 0 1 1 1 0 0 0 0 0 1 0 0 0 0 1 1 1 0 0 1 1 1 1 11 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 1 0 1 0 0 0 0 1 1 1 0 0 0 0 10 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 1 1 1 0 1 0 0 0 0 1 0 0 0 0 00 0 1 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 1 00 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 1 1 0 0 0 0 0 0 0 1 1 0 1 1 1 11 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 1 1 1 1 0 0 0 0 1 1 1 1 1 1 1 11 0 0 0 0 1 1 1 1 1 1 1 1 0 0 1 1 1 1 1 1 0 0 0 0 1 1 1 1 1 1 10 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 1 1 1 1 1 1 10 0 0 1 1 1 1 1 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 10 0 0 1 1 1 1 1 1 1 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 01 0 0 0 0 0 0 1 1 1 0 0 0 1 1 1 0 0 0 0 0 0 1 1 0 1 0 0 0 0 1 01 0 0 0 0 0 0 1 0 0 0 0 0 1 0 1 1 1 1 0 0 0 1 1 0 0 0 1 1 1 1 11 1 1 0 0 0 0 0 0 0 1 0 1 1 1 1 1 1 0 0 0 1 1 1 1 0 0 0 0 0 1 10 1 1 1 1 1 1 0 0 0 1 1 1 1 1 1 1 1 0 1 1 1 1 1 1 0 0 0 0 0 1 10 1 1 1 1 1 1 0 1 1 1 0 1 1 1 1 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 10 1 1 1 1 1 1 1 1 1 1 0 0 1 1 1 0 0 0 1 1 1 1 1 1 0 0 0 1 1 0 01 0 1 1 1 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 1 1 01 0 1 1 1 1 0 0 0 1 1 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 1 1 1 11 0 1 1 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 0 1 1 1 10 0 0 0 1 1 1 1 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 1 1 0 0 0 1 0 1 00 0 0 0 0 1 1 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 0 0 0 1 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 1 1 1 0 1 0 0 0 0 0 0 1 1 1 1 0 0 0 0 1 1 1 1 1 0 0 1 0 0 00 0 1 1 1 1 1 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 1 1 1 0 0 1 1 0 0 00 0 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 1 1 0 1 0 1 0 0 0 0 1 0 0 00 0 1 0 0 0 0 0 0 1 1 1 1 1 1 1 0 1 1 0 0 0 0 1 0 0 0 1 0 0 0 00 1 1 0 0 0 0 0 0 1 1 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 00 1 1 1 0 1 1 1 0 0 1 0 1 0 1 0 1 1 0 0 0 0 0 0 1 0 0 0 0 0 0 10 0 0 1 0 1 1 1 1 1 1 0 0 0 1 0 1 1 0 0 0 0 0 0 1 0 0 0 0 1 0 00 0 0 1 1 1 1 1 1 1 1 0 0 0 0 0 1 1 1 0 0 1 1 0 0 0 0 0 0 1 1 10 0 0 1 0 1 1 1 1 1 0 0 0 0 0 0 1 0 0 0 0 1 1 1 1 0 0 1 0 1 1 11 1 1 0 0 0 0 0 1 1 1 0 0 0 0 0 1 0 0 0 0 1 1 1 0 0 1 1 1 1 1 1

Step 21 1 1 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 1 1 1 1 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 1 0 0 0 0 0 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 1 1 0 0 0 0 00 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 1 1 0 0 0 0 01 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 1 0 0 0 0 0 0 1 1 1 1 1 1 1 11 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 1 1 1 1 0 0 0 0 0 1 1 1 1 1 1 10 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 1 1 1 1 0 0 0 0 0 1 1 1 1 1 1 10 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 10 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 00 0 0 0 1 1 1 1 1 1 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 1 0 1 1 1 01 0 0 0 0 0 1 1 1 0 0 0 0 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 1 1 1 11 1 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 1 1 1 0 0 0 0 1 1 11 1 1 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 0 0 1 1 1 1 0 0 0 0 1 1 11 1 1 1 1 1 0 0 0 1 1 1 1 1 1 1 1 0 0 0 1 1 1 1 1 0 0 0 0 0 1 10 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 1 1 1 1 1 1 0 0 0 0 0 0 00 1 1 1 1 1 1 1 1 1 0 0 0 1 1 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 01 1 1 1 1 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 1 1 1 10 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 1 1 1 10 0 0 1 1 1 1 0 0 0 1 1 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 1 1 1 10 0 0 0 0 1 1 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 0 1 0 00 0 0 0 0 1 1 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 0 0 1 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 1 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 1 1 1 0 0 0 0 0 0 00 0 1 1 1 1 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 1 1 0 0 0 0 0 0 0 00 0 1 1 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 00 1 1 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 1 0 0 0 1 1 1 1 1 1 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 1 1 1 1 1 1 1 1 1 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 1 01 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 1 1 0 0 0 0 1 1 0 0 0 0 0 1 1 01 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 1 0 0 0 1 1 1 0 0 0 0 1 1 1 11 1 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 1 1 1 1 1 1

Step 31 1 0 0 0 0 0 1 1 1 1 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 1 1 1 1 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 00 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 0 01 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 1 1 0 0 0 0 0 0 1 1 1 1 1 1 10 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 10 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 1 1 1 1 0 0 0 0 0 1 1 1 1 1 1 10 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 1 1 0 0 0 0 0 0 1 1 1 1 1 1 10 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 01 0 0 0 1 1 1 1 1 1 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 11 0 0 0 0 0 1 1 1 0 0 0 0 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 1 1 1 11 1 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 1 1 0 0 0 0 0 1 1 11 1 1 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 1 1 1 1 0 0 0 0 1 1 11 1 1 1 1 1 0 0 0 1 1 1 1 1 1 1 1 1 0 0 1 1 1 1 1 0 0 0 0 0 1 11 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 01 1 1 1 1 1 1 1 1 1 1 0 0 1 1 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 01 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 1 1 10 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 1 1 1 10 0 0 1 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 1 1 1 00 0 0 0 1 1 1 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 0 0 1 1 0 0 0 0 1 1 1 1 0 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 0 1 1 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 1 1 1 1 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 1 1 1 0 0 0 0 0 0 00 0 1 1 1 0 0 0 0 0 1 1 1 1 1 1 1 1 1 0 0 0 0 1 0 0 0 0 0 0 0 00 0 1 1 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 00 0 1 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 1 1 0 0 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 1 1 1 1 1 1 1 1 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 01 0 0 1 1 1 1 1 1 1 1 0 0 0 0 0 1 1 0 0 0 0 1 0 0 0 0 0 0 1 1 11 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 1 1 1 11 0 0 0 0 0 1 1 1 1 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 1 1 1 1 1 1

Step 60 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 1 1 1 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 00 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 00 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 00 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 1 1 1 1 1 1 10 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 11 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 11 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 11 0 0 0 0 1 1 1 1 1 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 11 0 0 0 0 0 1 1 1 0 0 0 0 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 1 1 1 11 1 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 1 1 0 0 0 0 0 1 1 11 1 1 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 1 1 1 1 0 0 0 0 1 1 11 1 1 1 1 1 0 0 0 1 1 1 1 1 1 1 1 0 0 0 1 1 1 1 1 0 0 0 0 0 1 11 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 1 1 1 1 1 1 0 0 0 0 0 1 11 1 1 1 1 1 1 1 1 1 1 0 0 1 1 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 1 11 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 1 1 10 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 1 1 10 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 1 00 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 0 1 1 1 0 0 0 0 1 1 1 1 0 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 0 1 1 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 1 1 1 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 1 1 1 1 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 1 1 0 0 0 0 0 0 00 0 1 1 1 0 0 0 0 0 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 00 0 1 1 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 00 0 1 1 0 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 1 1 1 1 1 1 1 1 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 01 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 11 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 11 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 1 1 1 1 1

Step 70 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 00 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 00 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 11 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 11 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 11 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 11 0 0 0 0 1 1 1 1 1 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 11 0 0 0 0 0 1 1 1 0 0 0 0 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 1 1 1 11 1 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 1 1 0 0 0 0 0 1 1 11 1 1 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 1 1 1 1 0 0 0 0 1 1 11 1 1 1 1 1 0 0 0 1 1 1 1 1 1 1 1 0 0 0 1 1 1 1 1 0 0 0 0 0 1 11 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 1 1 1 1 1 1 0 0 0 0 0 1 11 1 1 1 1 1 1 1 1 1 1 0 0 1 1 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 1 11 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 1 1 10 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 1 1 10 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 00 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 0 1 1 1 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 0 1 1 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 0 1 1 1 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 1 1 1 1 0 0 0 0 0 00 0 1 1 1 1 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 1 1 0 0 0 0 0 0 00 0 1 1 1 0 0 0 0 0 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 00 0 1 1 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 00 0 1 1 1 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 1 1 1 1 1 1 1 1 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 01 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 11 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 11 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1

Start with different structures…

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Source: Rivkin and Siggelkow (2007), Pattern Interactions in Complex Systems: Implication for Exploration, Management Science, 53(7), pp. 1068-1085.