Queue theory, and its associated models, can tell us something about the
way that queues operate and can provide useful information. Changing the
system is another issue - as later contributions indicate.
The people managing (in the widest sense) the queue form a complex
adaptive system (CAS). What (in complexity terms) is their attractor (or
attractors)? Or in organisational terms, what drives them, what makes
them do what they do? Is it in line with the organisation, linked teams
(systems)? Answering these questions can often help to find solutions
(maybe not optimal but workable).
Trying changes/new ideas and being prepared to see some fail.
Creating teams based on diversity (and challenge) rather than sameness
(easy working).
These are some of the things that can be done if you use CAS ideas to
understand how organisations work.
They can be applied at the team level (with success even though it may
not be optimal). You have to start somewhere - tackling the whole system
is too big! Introduce the ideas on the manageable level and let them
spread.
The ideas about complexity are heard in some places in the system as a
whole but it will take time for the ideas to take root - it is, after
all, a challenge to the way we have been taught to think.
Some thoughts on managing queues! As you can see my interest is in
people and organisations rather than modelling - so I apologise to Tudor
as I haven't contributed to his original question!
Peter Kelby
Ophis Limited
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