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WA Equal Justice Community Leadership Academy
Retreat 1
Intro to Systems and Strategic Thinking
• Define what systems thinking is and why important
• Utilize basic systems thinking tools
• Apply systems thinking to your own work
Session objectives
A process of looking at underlying structures, cause and effect relationships, and interdependencies among various parts of a whole with the goal of developing effective, feasible solutions that address underlying causes of problems.
Systems & Strategic Thinking
System definition
sys·tem noun \ˈsis-təm\ a group of related parts that move or
work together
1: a regularly interacting or interdependent group of items forming a unified whole
Examples of Systems
Cats of Borneo
https://www.youtube.com/watch?v=17BP9n6g1F0
Cats of Borneo – Key Teaching Points Cats of Borneo – Key Lessons
A Common Systems Problem
Intake is down
Increase outreach
More client contact
Increased intake
Not enough staff
Close or reduce intake
Community perceives
LS not helpful
Understanding systems
Intake System
Understanding systems
Intake System
Number of Staff
Office culture
Office hours & location
Language access
Staff training
Phone systems
Complexities
• Because of their complexity, systems can be difficult to understand
• We need tools to unpack them to “see” what’s going on
• Some visual metaphors can help us …
Iceberg
Dominoes
Additional Definitions
System
Interconnected set of elements that is coherently organized to achieve a purpose
Systems thinking
The ability to understand these
interconnections in such a way as to achieve a
desired purpose
Elements or players
True purpose of system
Interactions between them
Typical v. Systems view
Typical view Systems view
Focus on symptoms Focus on root causes
Problems viewed as independent See cause and effect relationships
Short term focus Balance short & long-term views
Fix symptom and perception is problem is solved
Enables you to work on higher leverage solutions that involve redesigning the system
Clear actions, department by department Requires cross-functional coordination to address issue
Focus on parts Deals with whole
Analyzing the root causes: 5 whys
why• Because …..
Why?
why• Because … .
Why?
why• Because ….
Why?
why• Because ….
Why?
Why • Because…Why?
Iceberg Model
Events
Waterline
Trends & Patterns
Tangible Structures
Intangible Structures – Mental Models
Structures
REACT
ANTICIPATE
DESIGN
Intangible Structures: mental models – addressing intake issues
IT staff Management staff
Existing clients
Intake staff
.
Funders
Potential clients
Case handlers
Iceberg Model - Purpose
Events
Waterline
Trends & Patterns
Tangible Structures
Intangible Structures – Mental Models
DESIGNStructures
REACT
ANTICIPATE
Purpose
Flipping the Iceberg
Events
Trends & Patterns
Tangible Structures
Intangible Structures – Mental Models
Structures
Purpose
Patterns & Trends
Events
Why use systems thinking?
• To put things into context and address problems holistically (e.g. situational, relational, historical)
• To reveal power arrangements, rules and norms
• To identify interconnections
• To surface root causes and contributing factors
• To identify leverage points
• To generate strategic options for intervention
Fundamental Systems Thinking Steps
• What is the current situation? What happened and what's been happening?
• Why is the current situation the way it is?
• How can we improve the performance of this system?
why
Why
why
why
Why
Changing Systems
• Systems are transformed by finding leverage points that can induce and reinforce ongoing change
• An action in one area can affect all other areas.
• Systems are designed to be self-perpetuating.
• Actions and gains are followed by reactions and retrenchments.
Selecting Strategies for Changing Systems
• Conduct a systems analysis to identify what structures are operating at different levels and to surface root causes
• Generate options where and when you can leverage change and make transformative impacts.
• Weigh the options, then choose a focused strategic intervention or initiative.
