3. âA system is
a set of elements or parts
often classiïŹed as its function
or purpose.â
that is coherently organized and
inter-connected in a pattern or
structure
that produces a characteristic set of
behaviors,
Donella Meadows
4. HARD systems
SOFT systems
!
You canât âïŹxâproblems with systems
thinking, instead there are âsituations you
could improveâ.
Peter Checkland
5. Systems exhibit purposeful behaviour over time.
Systems get âsoftâ, unpredictable once humans
are involved.
6. âSystems-based thinking is the process of
understanding how things inïŹuence one
another.Â
!
Then drawing on that knowledge to create
eïŹciencies of process, infrastructure and
communication.â
Abby Covert
9. Use this tool to
help you think
more systemically!
THE ICEBERG MODEL
EVENTS
What is happening?
PATTERNS OF BEHAVIOR
What trends are there over time?
SYSTEMS STRUCTURE
How are the parts related?
What inïŹuences
the patterns?
MENTAL MODELS
What values,
assumptions, +
beliefs shape
the system?
IncreasingLeverage
Download at: http://donellameadows.org/systems-thinking-resources/
14. Models are the starting point to look at
the situation, and see what change should
be introduced, and how.
15. Use this tool to
help you think
more systemically!
THE ICEBERG MODEL
EVENTS
What is happening?
PATTERNS OF BEHAVIOR
What trends are there over time?
SYSTEMS STRUCTURE
How are the parts related?
What inïŹuences
the patterns?
MENTAL MODELS
What values,
assumptions, +
beliefs shape
the system?
IncreasingLeverage
Download at: http://donellameadows.org/systems-thinking-resources/
19. 2)Feedback loops
A feedback loop occurs when a change in something ultimately
comes back to cause a further change in the same thing.
Reinforcing Loop
(positive loop)
births/year population
Population
Growth
Balancing Loop
(negative or goal-seeking loop)
heat
Thermostat
temperature
target temperature
temperature
gap
Viral engines of growth
20. By the time you see what is going on in a
system, it has already happened - and you
are already a step behind.
21. Look at systems behaviour over time, rather than
focusing on single events.
!
Spot trends, and ask:
âŁWhat came before?
âŁWhat might happen next?
22. Model systems through a collaborative process.
Make changes in system behaviour visible.
Look for trends, rather than focusing on single
events.
24. Use this tool to
help you think
more systemically!
THE ICEBERG MODEL
EVENTS
What is happening?
PATTERNS OF BEHAVIOR
What trends are there over time?
SYSTEMS STRUCTURE
How are the parts related?
What inïŹuences
the patterns?
MENTAL MODELS
What values,
assumptions, +
beliefs shape
the system?
IncreasingLeverage
Download at: http://donellameadows.org/systems-thinking-resources/
25. Structure of information ïŹows
âŁHow does information ïŹow through the system?
âŁWhat information is shown, how, and to whom?
âŁWho can manipulate and control information?
For reference: Donella Meadows, http://donellameadows.org/archives/leverage-points-places-to-intervene-in-a-system/
26. For reference: Donella Meadows, http://donellameadows.org/archives/leverage-points-places-to-intervene-in-a-system/
Rules of the system
âŁConstraints, social rules, rules about roles of actors in the system
âŁWho can take which actions?
âŁHow can actors in the system engage?
28. Use this tool to
help you think
more systemically!
THE ICEBERG MODEL
EVENTS
What is happening?
PATTERNS OF BEHAVIOR
What trends are there over time?
SYSTEMS STRUCTURE
How are the parts related?
What inïŹuences
the patterns?
MENTAL MODELS
What values,
assumptions, +
beliefs shape
the system?
IncreasingLeverage
Download at: http://donellameadows.org/systems-thinking-resources/
29. Information ïŹows are eïŹective leverage points.
Rules can facilitate and prevent change.
Goals drive systems behaviour.