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Jay Hays
Systems Thinking andSystems Thinking and
Causal Loop DiagrammingCausal Loop Diagramming
System
A systemis a set of interrelated
and interdependent elements and
subsystems forming a whole
Play
Understand
Needs
History
Vision
PurposeListening
Dialogue
Communication
Resources
OwnershipInfluence
Responsiveness
Image
Accountability
Professional
Development
New Knowledge
Confidence
Feedback
Reflection
Performance
Expertise
Information
Service
Provision
Roles and
Responsibilities
Support
Priorities
Alignment
Shared
Values 1
2
3
4
5
6
7
8
9
11
13
15
1618
Research
17
22
Expectations
Networks
30
Goals
Collaboration
#
?
?
?
?
The Human Body
The human body
is a complete
systemcomprised
of a numberof
key subsystems
Majorsubsystems are:
• Musculo-skeletal system
• Cardiovascularsystem
• Respiratory system
• Lymphatic-hormonal system
• Reproductive system
• Nervous system
• Digestive system
The Human Body
In Subgroups:
• Name subsystemparts and what they do
• Define how they relate and co-depend
• Explain importance to the system
• Find/explain corollaries in organization
In Large Group:
• Subgroups report-out on theirsubsystems
• Discuss implications
Exercise
Implications
Any action in orto any element of
the systemwill impact the
remaining parts of the system
Implications
But the principle
of leverage applies:
The bottom line of systems
thinking is leverage—seeing
where actions and changes in
structures can lead to significant,
enduring improvements.
Senge p. 114
Implications
Some points (variables) in the
system are more central or potent
than others in terms of their
influence on other parts of the
system.
But the principle
of leverage applies:
Performance
Motivation
Rewards
R+ for Participation
Task
Competence
Self-Confidence
Goal Clarity
Resources
Training and
Professional
Development
Task Design /
Work Structure / Participation
Acceptance
Trust
Understanding
Coaching
Opportunities to
Exercise and
Develop Skills
Confidence in
the Process
Achievement of
Desired Outcomes
Accountability
Leadership Promotion,
Commitment, and
Involvement
Compelling
Vision
Purpose
Priorities
Skills
Assessment
Commitment
More Interdependent
Variables
Performance
Motivation
Rewards
R+ for Participation
Task
Competence
Self-Confidence
Goal Clarity
Resources
Training and
Professional
Development
Task Design /
Work Structure / Participation
Acceptance
Trust
Understanding
Coaching
Opportunities to
Exercise and
Develop Skills
Confidence in
the Process
Achievement of
Desired Outcomes
Accountability
Leadership Promotion,
Commitment, and
Involvement
Compelling
Vision
Purpose
Priorities
Skills
Assessment
Commitment
More Interdependent
Variables
Performance is an in-
teresting element: both
outcome and instru-
mental factor.
It is “central” to
the dynamics
of the
system.
System(the whole of interacting parts)
Systemand Subsystems
Subsystem
Subsystem
SystemFeatures
 Purposeful
 Established arrangement
 Interrelationship among elements
 Systemgoals paramount
 Process preferential
 Bounded
Designed to Work
An organisation is a systemwhich takes in
inputs, transforms them, and produces
outputs
INPUTS OUTPUTSTHROUGHPUT
Feedback
Designed to Work
Each subsystemhas its own input-
transformation-output cycle
INPUTS OUTPUTSTHROUGHPUT
Feedback
Subsystem
Subsystem
Organisation as Dynamic System
Organisations are open systems; subject to
pressures and inputs fromtheirenvironment
Organisation as Dynamic System
Dynamic systems change overtime, adapting
to betterfit the environment
Entropy
The nature of transformative processes is to
degrade and disorderovertime
Ableakpicture?
INPUTS OUTPUTSTHROUGHPUT
Feedback
Entropy
One way to stave off the tendency toward
entropy is to infuse the systemwith energy
and otherresources
Open Systems and
Dynamic Equilibrium
An open systeminfluences and is
influenced by the environment in a
continual process of interdependence
The systemseeks balance by continually
adjusting
Essence of Open Systems
Synergy and Integration
• All parts are integrated and workin concert
• The whole is greaterthan the sumof its parts
Feedback
• Information is used to adjust and control
performance
• Interaction among subsystems and with the
environment is essential at all times
OurOrganisation
What does this all mean forus?
OurOrganisation
Overall efficiency depends on the
quantity and quality of the
interaction and feedbackamong
systemelements
OurOrganization
Survival depends on
• Continual learning and adaptation
• Infusion of resources
• Optimising transformation potential
OurOrganization
Survival Principles
• Considerthe consequences
• Worktogether
• Focus on purpose
• Focus on process
• Ensure abundant feedback
• Know where you are
Unanticipated Consequences
Any change in one part of a system
will produce changes in otherparts
Apebblethrowninto
thecenterof asmoothpond
willripplethroughout
Steps
• Name the problemoropportunity
• Brainstormvariables
• Label each variable
• Array all variables
• Relate and clusterall variables
• Connect “lines of influence”
• Test it out
Using Systems Thinking
to Solve Problems

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Systems Thinking, Human Body Metaphor, and Causal Loop Diagramming

  • 1. Jay Hays Systems Thinking andSystems Thinking and Causal Loop DiagrammingCausal Loop Diagramming
  • 2. System A systemis a set of interrelated and interdependent elements and subsystems forming a whole Play Understand Needs History Vision PurposeListening Dialogue Communication Resources OwnershipInfluence Responsiveness Image Accountability Professional Development New Knowledge Confidence Feedback Reflection Performance Expertise Information Service Provision Roles and Responsibilities Support Priorities Alignment Shared Values 1 2 3 4 5 6 7 8 9 11 13 15 1618 Research 17 22 Expectations Networks 30 Goals Collaboration # ? ? ? ?
  • 3. The Human Body The human body is a complete systemcomprised of a numberof key subsystems
  • 4. Majorsubsystems are: • Musculo-skeletal system • Cardiovascularsystem • Respiratory system • Lymphatic-hormonal system • Reproductive system • Nervous system • Digestive system The Human Body
  • 5. In Subgroups: • Name subsystemparts and what they do • Define how they relate and co-depend • Explain importance to the system • Find/explain corollaries in organization In Large Group: • Subgroups report-out on theirsubsystems • Discuss implications Exercise
  • 6. Implications Any action in orto any element of the systemwill impact the remaining parts of the system
  • 7. Implications But the principle of leverage applies: The bottom line of systems thinking is leverage—seeing where actions and changes in structures can lead to significant, enduring improvements. Senge p. 114
  • 8. Implications Some points (variables) in the system are more central or potent than others in terms of their influence on other parts of the system. But the principle of leverage applies:
  • 9. Performance Motivation Rewards R+ for Participation Task Competence Self-Confidence Goal Clarity Resources Training and Professional Development Task Design / Work Structure / Participation Acceptance Trust Understanding Coaching Opportunities to Exercise and Develop Skills Confidence in the Process Achievement of Desired Outcomes Accountability Leadership Promotion, Commitment, and Involvement Compelling Vision Purpose Priorities Skills Assessment Commitment More Interdependent Variables
  • 10. Performance Motivation Rewards R+ for Participation Task Competence Self-Confidence Goal Clarity Resources Training and Professional Development Task Design / Work Structure / Participation Acceptance Trust Understanding Coaching Opportunities to Exercise and Develop Skills Confidence in the Process Achievement of Desired Outcomes Accountability Leadership Promotion, Commitment, and Involvement Compelling Vision Purpose Priorities Skills Assessment Commitment More Interdependent Variables Performance is an in- teresting element: both outcome and instru- mental factor. It is “central” to the dynamics of the system.
  • 11. System(the whole of interacting parts) Systemand Subsystems Subsystem Subsystem
  • 12. SystemFeatures  Purposeful  Established arrangement  Interrelationship among elements  Systemgoals paramount  Process preferential  Bounded
  • 13. Designed to Work An organisation is a systemwhich takes in inputs, transforms them, and produces outputs INPUTS OUTPUTSTHROUGHPUT Feedback
  • 14. Designed to Work Each subsystemhas its own input- transformation-output cycle INPUTS OUTPUTSTHROUGHPUT Feedback Subsystem Subsystem
  • 15. Organisation as Dynamic System Organisations are open systems; subject to pressures and inputs fromtheirenvironment
  • 16. Organisation as Dynamic System Dynamic systems change overtime, adapting to betterfit the environment
  • 17. Entropy The nature of transformative processes is to degrade and disorderovertime Ableakpicture? INPUTS OUTPUTSTHROUGHPUT Feedback
  • 18. Entropy One way to stave off the tendency toward entropy is to infuse the systemwith energy and otherresources
  • 19. Open Systems and Dynamic Equilibrium An open systeminfluences and is influenced by the environment in a continual process of interdependence The systemseeks balance by continually adjusting
  • 20. Essence of Open Systems Synergy and Integration • All parts are integrated and workin concert • The whole is greaterthan the sumof its parts Feedback • Information is used to adjust and control performance • Interaction among subsystems and with the environment is essential at all times
  • 22. OurOrganisation Overall efficiency depends on the quantity and quality of the interaction and feedbackamong systemelements
  • 23. OurOrganization Survival depends on • Continual learning and adaptation • Infusion of resources • Optimising transformation potential
  • 24. OurOrganization Survival Principles • Considerthe consequences • Worktogether • Focus on purpose • Focus on process • Ensure abundant feedback • Know where you are
  • 25. Unanticipated Consequences Any change in one part of a system will produce changes in otherparts Apebblethrowninto thecenterof asmoothpond willripplethroughout
  • 26. Steps • Name the problemoropportunity • Brainstormvariables • Label each variable • Array all variables • Relate and clusterall variables • Connect “lines of influence” • Test it out Using Systems Thinking to Solve Problems

Hinweis der Redaktion

  1. Instructions/Additional Information Just show slide. Ask participants to identify a few systems. Ask them what is meant by interrelated/interdependent, and what the implications are.
  2. Instructions/Additional Information This slide introduces the exercise coming up. Have participants identify the major subsystems of the body (see next slide) Show an anatomical picture of the human body.
  3. Instructions/Additional Information Once subsystems are identified, break participants down into subgroups. See next slide for process.
  4. Instructions/Additional Information The important thing in debrief is to highlight most people don’t think about the other systems in the body or in their organization. They think parochially, and this inward looking exercise only emphasises that! What does this mean for the way they conduct business on a day to day basis? 15 mins (max) for group work 2 mins each for presentations 5-10 mins debrief
  5. Instructions/Additional Information This is an essential feature of systems and systems thinking. People have to realize that their actions (and inactions) affect the rest of the system. Connection to Influencing Skills Unit??? Ask participants for a work example, where some action “perturbed” the rest of the system, perhaps in surprising, unanticipated ways.
  6. Instructions/Additional Information This is an essential feature of systems and systems thinking. People have to realize that their actions (and inactions) affect the rest of the system. Connection to Influencing Skills Unit??? Ask participants for a work example, where some action “perturbed” the rest of the system, perhaps in surprising, unanticipated ways.
  7. Instructions/Additional Information This is an essential feature of systems and systems thinking. People have to realize that their actions (and inactions) affect the rest of the system. Connection to Influencing Skills Unit??? Ask participants for a work example, where some action “perturbed” the rest of the system, perhaps in surprising, unanticipated ways.
  8. Instructions/Additional Information This just shows that systems are comprised of subsystems, each having its own internal relationships and function, and which are bounded. They have their own purposes, but definitely subordinate to the larger system (which most people forget).
  9. Instructions/Additional Information Fairly self-explanatory. Important to emphasise are that system purpose takes precedence over subelement/subsystem goals, and that system process and how elements work together is much more important than any of the elements themselves.
  10. Instructions/Additional Information Every system basically takes in inputs, transforms them, and produces outputs. Have participant discuss what might be inputs, transformation activities, and outputs. You can get a lot of mileage out of this simple slide, getting into such things as efficiencies, waste, and so on.
  11. Instructions/Additional Information This slide combines the two icons used so far, highlighting that each subsystem has its own job to do.
  12. Instructions/Additional Information Dynamic, in this context, means constantly changing. By open is implied that no system (or organization) stands alone: it cannot be considered in isolation from the environment. The same can be said for subsystems within the organization.
  13. Instructions/Additional Information This provides a chance to introduce the value of learning and change; and the peril of not!
  14. Instructions/Additional Information Entropy is a key feature of systems. They will dwindle and eventually perish, according to theory. However, the case can be made that systems will survive if they learn and adapt, get new energy and blood, and so on. Analogy to exercise? See next slide!
  15. Instructions/Additional Information You might ask participants to brainstorm ways to stave off entropy. Create a table of possibilities: WorkHuman Body Hire students part-timeExercise Use rotation programsEat well Install continuous improvementLife-long learning program Take risks etc., etc.Etc., etc.
  16. Instructions/Additional Information This slide is all about the fact that systems must change: the idea is that change is so constant and necessary that a dynamic equilibrium is created. It also highlights that the system also influences its environment. Here is an opportunity for discussion: How does this organization influence its environment? Dynamic Equilibrium: dynamic = change/motion equilibrium = balance The idea is stability in motion - that a “tense” balance is struck between rest and change, constantly pushing for change. Punctuated equilibrium. ________________ ___________ ______________ __________
  17. Instructions/Additional Information Just really important points. You get a lot of mileage out of these associated concepts: people have to work together AND they have to talk to one another.
  18. Instructions/Additional Information Take this chance to “check in” with participants and see if they’ve been making connections in their own minds. What are the implications? - the applications?
  19. Instructions/Additional Information This has to be one of the connections.
  20. Instructions/Additional Information These are some of the general applications we’d like them to be making. Each could be talked about in detail. Where do resources come from? How can learning be promoted? Where and how do you look for efficiencies?
  21. Instructions/Additional Information These principles come from a review of the information so far provided. Know where you are is more than Scorecards; it’s knowing that in the midst of continuous change you’re always “somewhere,” and you should think of your “moment” in that larger context.
  22. Instructions/Additional Information A little Taoist reminder...
  23. Instructions/Additional Information Here begins the exercise using Causal Loop Diagramming to solve a real problem or explore how an opportunity might be realized. The simple method is to write each variable individually on a note card so they might all be laid out on the ground for visibility and arranging. Post-It Notes work as well, if people want to work on a wall. They are instructed to “associate” variables, forming subgroups (or clusters) as needed, and then to connect them with lines of influence. Ultimately, these lines must have directionality such that “as one variable goes up the next one goes up,” and so on. See lesson plan for detailed outline.