Systems Thinking
Systems Thinking can mean different things to different people. It is more than just a set of tools : Causal loop diagram, …
It could mean a sensitivity to the circular nature of the world we live in; an awareness of the role of structure in creating the conditions we face; a recognition that there are powerful laws of systems operating that we are unaware of; a realisation that there are consequences to our actions that we are oblivious to.
Systems Thinking is a disciplined approach for examining problems more completely and accurately before acting. It allows us to ask better questions before jumping to conclusions.
Systems Thinking often involves moving from observing events or data, to identifying patterns of behaviour over time, to surfacing the underlying structures that drive those events and patterns
Systems thinking perspective requires Curiosity, Clarity, Compassion, Choice and Courage.
Why Use Systems Thinking?
It expands the range of choices available for solving a problem by broadening our thinking and helping us articulate problems in new and different ways.
Principles of systems thinking make us aware that there are no perfect solutions; the choices we make will have an impact on other parts of the system.
When Should We Use Systems Thinking?
Ideal problems or issues for Systems Thinking
1. The issue is important
2. The problem is chronic, not a one time event
3. The problem is familiar and has a known history
4. People have unsuccessfully tried to solve the problem before
Where should we Start?
When beginning to address the issue, Avoid assigning Blame!!! e.g. People often come late to the training. Therefore these people are at fault.
Instead, focus on items that people seem to be glossing over and try to arouse the group’s curiosity about the problem under discussion. e.g. Asking question “What is it about this problem that we don't understand? “
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Six Steps to thinking systematically
ref: Six Steps to Thinking Systemically, Michael Goodman & Richard Karash
In the face of day-to-day pressure, groups often leap to solutions after only a modest amount of brainstorming. A systematic approach provides a structured problem solving process for digging deeper into our most vexing problem.
These six steps are
1.Tell the story
2. Draw “Behaviour Over Times” graphs.
3. Create a focusing statement - A picture of what people want and a question about why certain problems are
4. Identify the structure - Draw Causal Loop Diagram
5. Going deeper into the issues - Look at the underlying issues in order to move from understanding to action
6. Plan the intervention - Might involve adding, strengthening, removing or weakening some of the loops in the diagram to produce desired behaviour
How to coach and facilitate systems thinking ?
Systems thinking - A language for collective inquiry, learning, and action.
It is used in a group setting in order for people to learn together - To generate knowledge and understanding beyond what any one member of the group already know.
For facilitator,
Engage, don’t convince - We want everyone to be thinking hard about the problem at hand. It is important to get everyone engaged in creating a shared understanding. Always suspend assumption, “Presume that every view has merit”, and “Pursue differences”
Treat Theory as Theory - Each drawn causal loop diagram is like a theory that needs to be validated. The validation could be done by asking “As you see it, how does X cause Y? What is you rational? What are the data? Can you give me an example? Once obtain the answer, State your point of view and share your own line of reasoning.
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Systems Thinking - Practicing Case #1
Apply 6 steps to think systemically
Tell a story
Bijou Bottling Company
The Bijou Bottling Company is a well-known beverage bottling company with an equally well-known problem: constant late shipments.
The customers, major chain retailers, are looking for "orders shipped complete" and on time. Some years ago, in a U.S. region covering about six states, this problem reached crisis proportions.
At Bijou, it was usually a customer call that kicked off the crisis.
"Where the heck are the 40 cases of 2-liter baseball tie-in product?"
And when they called, people jumped! Somehow the goods got there in time, often with heroic efforts!
Looking back, it seems silly, but Bijou was air-shipping heavy soda bottles at enormous costs! Everyone, from distributors to plant managers to finance to truck drivers, could see that the problem was killing them. At the same time they said, "People build their careers on getting us out at the 11th hour of some terrible mess with our customers.”
Things began to change at Bijou when they started asking themselves, "We're pretty good at solving each problem as it arises. But why are these problems recurring more often and with more intensity? What's causing them?"
Question : What is the insight the members could get from this story?
2. Draw “Behavior Over Time” graphs
Story telling focuses mostly on current moment.
Move to “Behavior Over Time” will connect present to the past And move from seeing the events to recognising patterns over time.
Draw One variable per graph
Time span should include Past to Present but it can also include the Future projection
Statement reflects a picture of what people want OR questions why the certain problems are occurring
For example, We’re pretty good at solving each problem as it arises. But why are these problems recurring with greater frequency and intensity? What is causing them?
4. Identify Structure
Draw a Causal Loop Diagram
It is an easy way to begin building theory of why and how things are happening
5. Going deeper into the issues
Look at the underlying issues in order to move from understanding to action
To try to understand the underlying issues of this system
For example, People at bottling company theorised that customers were taking problem situations and escalating them into crises in order to get the company’s attention.
6. Plan an intervention
Use your knowledge of the system to design solution that will structurally change it to produce the results you want.
This might take the form of adding new link or loop that will produce desire behaviour, breaking a link or loop that produces undesirable behaviour, or a combination of the two
For example, at Bijou, the key to change was realising that the problems were largely self-inflicted . They realised that they had to make progress on production/ distribution system improvement while still doing enough fire fighting to keep things afloat. In the longer term, they would need to change the reward systems that promote heroic behaviour. They also recognised the need to sustain the improvement efforts even when the pressure came off - Otherwise the problems would be back again soon.
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Systems Thinking - Practicing Case #2
Spiral of Death
1. Tell a Story
Read the following article and try to understand the situation
2. Draw “Behaviour Over Time” graphs
Story telling focuses mostly on current moment.
Move to “Behaviour Over Time” will connect present to the past And move from seeing the events to recognising patterns over time.
Draw One variable per graph
Time span should include Past to Present but it can also include the Future projection
3. Create a Focusing Statement - Help setting direction of this process
Statement reflects a picture of what people want OR questions why the certain problems are occurring
On the electricity company, What would be a suitable statement?
4. Identify Structure
Draw a Causal Loop Diagram
It is an easy way to begin building theory of why and how things are happening
5. Going deeper into the issues
Look at the underlying issues in order to move from understanding to action
To try to understand the underlying issues of this system
If we were the electricity company, what is our mental model?
6. Plan an intervention
Use your knowledge of the system to design solution that will structurally change it to produce the results you want.
This might take the form of adding new link or loop that will produce desire behaviour, breaking a link or loop that produces undesirable behaviour, or a combination of the two
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Systems Thinking Workshop - activity plan
(duration : 3 hrs )
First 15 mins - Check-in activity : Activity in Systems Thinking Playbook or Any particular Brain Gym games for getting the members ready for the following activities
2. 30 mins - Reflection from “Outlearning the Wolves”
- What do members think about the story regarding the learning organization idea?
- Go thru the given questions
3. 45 mins - Introducing Systems Thinking through Practicing Case #1
Members (in total of 7) work in 2 - 3 and 4 people - groups
4. 1:15 hour - Working on Practicing Case #2
5. 10 mins - Debriefing activities - What do members think about Systems Thinking ? Debrief the members about the benefits and when to use the Systems Thinking.
6. Last 5 mins - HW : Read another learning fable story - “The Tip of the Iceberg”
Data collection : Survey : Is yours is a learning organization ?
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