Jay Hays

Systems Thinking andSystems Thinking andCausal Loop DiagrammingCausal Loop Diagramming

System

A system is a set of interrelated and interdependent elements and subsystems forming a whole

Play

UnderstandNeeds

History

Vision

PurposeListeningDialogue

Communication

Resources

OwnershipInfluence

Responsiveness

Image

Accountability

ProfessionalDevelopment

New Knowledge

Confidence

Feedback

Reflection

Performance Expertise

Information

ServiceProvision

Roles andResponsibilities

Support

Priorities

Alignment

SharedValues 1

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1618Research17

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Expectations

Networks

30

Goals

Collaboration#

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2321

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The Human Body

The human body is a complete system comprised of a number of key subsystems

Major subsystems are:• Musculo-skeletal system• Cardiovascular system• Respiratory system• Lymphatic-hormonal system• Reproductive system• Nervous system• Digestive system

The Human Body

In Subgroups:• Name subsystem parts 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 their subsystems• Discuss implications

Exercise

Implications

Any action in or to any element of the system will impact the remaining parts of the system

Implications

But the principleof 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 principleof leverage applies:

Performance

Motivation

RewardsR+ for Participation

TaskCompetence

Self-Confidence

Goal Clarity

Resources

Training andProfessionalDevelopment

Task Design /Work Structure / Participation

Acceptance

Trust

Understanding

Coaching

Opportunities toExercise and Develop Skills

Confidence in the Process

Achievement ofDesired Outcomes

Accountability

Leadership Promotion, Commitment, and Involvement Compelling

Vision

PurposePriorities

Skills

Assessment

Commitment

More Interdependent Variables

Performance

Motivation

RewardsR+ for Participation

TaskCompetence

Self-Confidence

Goal Clarity

Resources

Training andProfessionalDevelopment

Task Design /Work Structure / Participation

Acceptance

Trust

Understanding

Coaching

Opportunities toExercise and Develop Skills

Confidence in the Process

Achievement ofDesired Outcomes

Accountability

Leadership Promotion, Commitment, and Involvement Compelling

Vision

PurposePriorities

Skills

Assessment

Commitment

More Interdependent Variables

Performance is an in-teresting element: both outcome and instru-mental factor.It is “central” tothe dynamicsof thesystem.

System (the whole of interacting parts)

System and SubsystemsSubsystem

Subsystem

System Features Purposeful Established arrangement Interrelationship among elements System goals paramount Process preferential Bounded

Designed to Work

An organisation is a system which takes in inputs, transforms them, and produces outputs

INPUTS OUTPUTSTHROUGHPUT

Feedback

Designed to Work

Each subsystem has its own input-transformation-output cycle

INPUTS OUTPUTSTHROUGHPUT

Feedback

Subsystem

Subsystem

Organisation as Dynamic System

Organisations are open systems; subject to pressures and inputs from their environment

Organisation as Dynamic System

Dynamic systems change over time, adapting to better fit the environment

Entropy

The nature of transformative processes is to degrade and disorder over timeA bleak picture?

INPUTS OUTPUTSTHROUGHPUT

Feedback

Entropy

One way to stave off the tendency toward entropy is to infuse the system with energy and other resources

Open Systems and Dynamic Equilibrium

An open system influences and is influenced by the environment in a continual process of interdependenceThe system seeks balance by continually adjusting

Essence of Open Systems

Synergy and Integration• All parts are integrated and work in concert• The whole is greater than the sum of its parts

Feedback• Information is used to adjust and control performance• Interaction among subsystems and with the environment is essential at all times

Our Organisation

What does this all mean for us?

Our Organisation

Overall efficiency depends on the quantity and quality of the interaction and feedback among system elements

Our Organization

Survival depends on• Continual learning and adaptation• Infusion of resources• Optimising transformation potential

Our Organization

Survival Principles• Consider the consequences • Work together• 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 other parts

A pebble thrown into the center of a smooth pond will ripple throughout

Steps• Name the problem or opportunity• Brainstorm variables• Label each variable• Array all variables• Relate and cluster all variables• Connect “lines of influence”• Test it out

Using Systems Thinking to Solve Problems