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- 6. What do children do with new objects? New Object John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014
- 20. Systemic Problem-Solving Non-Systems Thinking John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014 Today’s solutions tomorrow’s problems Systems Thinking
- 21. Tools for Systems Thinking Cause-Effect Diagram John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014 Analytic Thinking Mostly Cause Theories All Causal Facts Measurement Material Man Mother Nature Machine Method Causal Loop Diagram Systems Thinking
- 22. Itching & Scratching John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014 + - Itching Scratching + Connection Matrix (Destination) (Source) Biological System
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- 39. Google CLDs John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014
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- 41. Knowledge Networking (Linked Expert CLDs) Expert CLD 1 Expert CLD 2 Expert CLD K Expert CLD 4 Expert CLD 3 T T T T T T T T = Target Variable John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014
- 42. Knowledge Networking (Linked Expert CLDs) Expert CLD 1 Expert CLD 2 Expert CLD K Expert CLD 4 Expert CLD 3 T T T T T T T T = Target Variable John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014
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- 47. I don’t worry about the future; I know what will happen… “… managers will either learn how to optimize the system or they will go out of business.” W. Edwards Deming John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014 Roll Video
- 49. John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014 CRC Press Optimizing the Health of Your Company with Systems Thinking
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- 53. Systems Thinking for Teams, Leaders & Policy-Makers John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014
- 54. John Dubuc ROI Creations, LLC Scottsdale, AZ (480) 283-7014
Hinweis der Redaktion
- I’m sure by now we’ve all heard of Lean Thinking. So what is Lean Thinking used for? How about Statistical Thinking? What’s that used for? What about Systems Thinking? Anyone know what Systems Thinking is for? Have you ever wondered? What causes the economy to cycle or crash? Whether global warming is all bad at its 2000 year high? If there would be less crime if drugs were legal? Why profits rise, fall or stagnate? What healthcare reform or tax reform will lead to? Why change programs tend to fail? I’m talking about the tough questions everyone has an opinion about! How would you begin to answer these questions? Would others agree? How would you get other people TO AGREE? We may argue the answers but the truth is everyone is right from their point of view! I’d like to thank you for letting me share a vital way of thinking that I feel is missing in most organizations. It’s Systems Thinking! Systems Thinking is the only tool I know of that gives us a good chance at agreement to the tough questions. When there is agreement there is progress towards desired results! Systems Thinking helps us see the impact our policies or actions have on the organization, culture, or the environment so we can create sustainable change for the greater good. We need to start thinking this way if we want to get the results we desire as a response-able company or community. Systems Thinking also helps us share and combine our knowledge about how the world works, and it’s easy to learn because it requires the same level of thinking needed to create a Cause-Effect Diagram.
- But we didn’t start out this way…
- Give a 2-5 year old a new object and they will examine and begin to take it apart. This is a learning process called “analysis” which has three parts…
- Dr. Senge is Director of the Center for Organizational Learning at MIT's Sloan School of Management, a group of corporations that work together advancing methods and knowledge for the building of learning organizations.
- You don’t study “Business” - You study it’s parts and are left to figure out how it all fits together. How did you feel when you graduated from HS or College?
- Understanding “Business” requires an understanding of the interaction among the parts
- If you have a headache what to you do? Get brain surgery?
- It’s not that upper management doesn’t support Lean-6Sigma (they always want people to do things faster & better)
- If the team feels magnitude is << 1 this is a sign a key variable is missing.
- http://images.google.com/images?sourceid=navclient&rlz=1T4ACAW_enUS301US302&q=causal%20loop%20diagrams&um=1&ie=UTF-8&hl=en&sa=N&tab=vi
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