The Open University

showcases

Systems Thinking in Practice

The Public Sector Challenge

COMPLEXITY AND

UNCERTAINTY

The Systems Thinking Opportunity

Systemic

(epistemologies)

Systematic

(ontologies)

Start with a Situation? or System?

A choice to be made

Systems Thinking in

PracticePostgraduate

programmeMasters/ Diploma/ CertificateManaging systemic change:

Inquiry, action and interaction

TU81230 credits

TU81130 credits

Thinking strategically: systems tools for

managing change

1. Complex situations or Contexts of change

and uncertainty, with appropriate space for emergence

2. People or stakeholders as (systems) practitioners, with appropriate respect for autonomy

3. Systems and other conceptual Tools for the purpose of effecting change, with

appropriate imagination for avoiding traps

(iii) reflecting upon limits on boundaries of interrelationships and perspectives

(i) making sense of interrelationships

(ii) engaging with multiple perspectives

Systems thinking in practice: entities and activities

Systems of interest perceived as

3.1 actual real world entities – e.g., accounting, health, or education ‘system’ (thinking about systems)

and/or

3.2 conceptual constructs for inquiry into real world entities e.g., learning systems (systems thinking)

System dynamics• Understanding interrelationships & interdependencies -

1

• Linear vs feedback systems thinking

• Power and modelling

• Causal loop diagramming

• Archetypes– Fixes that fail– Shifting the burden– Limits to growth– Drifting goals– Escalation– Tragedy of the commons

Some systems approaches -1

Viable systems model• Understanding interrelationships & interdependencies -

2

• System and VSM– System 1 operations– System 2 coordination– System 3 delivery– System 4 development– System 5 policy

• Variety and recursion

• Systems in areas of practice

• Layered structures

• Management activities

• Viability: environment

Some systems approaches -2

Strategic options development and analysis• Facilitating multiple perspectives-1

• Cognitive mapping

• Cause maps

• SODA analyses– Domain– Central– Cluster– Hierarchical

• Effective facilitation

Some systems approaches -3

Soft systems methodology

• Facilitating multiple perspectives-2

• Rich pictures: towards worldviews

• Analyses 1-3: what (intervention), who (social), why (political)

• Simple systems – PQR

• CATWOE…

• Conceptual modelling

• Taking action

Some systems approaches -4

Critical systems heuristics

• Reference systems and boundary judgements: ethics/ politics

• Stakeholders and stakeholding

• Boundary reflection: Botswana

• Boundary discourse: Guyana

• Significance in other traditions

Some systems approaches -5

A Model in STiP – Masters in Systems Thinking in Practice

TU812 Managing systemic change: Inquiry, action and interaction

TU812: Braiding strands of inquiry and linking with your own experience

Main traditions of theory and practice of managing systemic change drawn on in TU812 (for examples of authors’ work mentioned see references) Tradition Description Living in Language

Language affects how individuals understand interact. Social and political dynamics of explanation become very important (draws on Postman, Maturana)

Managing in a climate change, co-evolutionary world

The backdrop of human-induced climate change acts as a metaphor for the many uncertain, complex, contested situations where managing systemic change seems needed. Adaptation is seen a two-way process between humans and their world

Systems lineages Many different influences have shaped contemporary systems approaches including: practical holism, general systems theory, operations research, complexity science, first and second order cybernetics, interdisciplinary systems sciences

Systems Practice as Juggling

An ideal type of systems practitioner (SP) is seen as a juggler of ‘being’ ‘engaging’ ‘contextualising’ and ‘managing’. Reflection on the SP as juggler focuses on being ethical (draws on Open University module team for T306 – managing complexity: a systems approach, also Meadows.)

Systemic Inquiry Systemic inquiry is an approach to practice which is adaptive to changing circumstances and draws on systems thinking (draws on Churchman, Checkland and SLIM)

Systemic Action Research

Concerns changing your situation for the better. Associated with real-life issues. Researcher takes responsibility for their own epistemology in a second-order cybernetic tradition (draws on Schön, Ison and Russell)

Social learning systems – early traditions

Insights into (i) Government as a learning system, public learning, how ideas of good currency emerge and the place of policy in a learning system (ii) appreciative systems and social learning, institutional and individual roles and the limits of Government (Draws on Schön, Vickers, Blackmore)

Critical social learning systems

‘The Hawkesbury tradition’. Developed in rural Australian context of land and water catchment degradation, desertification, use of natural resources, failure to manage climate variability. Distinguished by valuing of epistemology and ethics and systemic praxis – blending systems theory and practice (Draws on Bawden, Woodhill)

Communities of practice

The concept of a community of practice with an identifiable domain, community and practice is used to consider the world as a learning system, including design requirements and how learning systems might be cultivated. Concepts of boundaries, identity, trajectories and participation are seen as conceptual tools for CoPs. The ‘career’ of the concept is explored: CoPs as social learning systems, CoPs in social learning systems, and the role of CoPs in developing a social discipline of learning (Draws on Wenger, Snyder)

Understanding practice …?

P = practitioner

F = framework of ideas/theory

S = situation

M = method or methodology

1. Clarify purpose 2. Engage in conversation

3.Appreciate multiple perspectives

9. Monitor, evaluate

7. Design actions (personal or for policy)

6. Refine

5. Identify emergent issues and opportunities

4. Introduce new concepts, experience and evidence

Other likely outputs:changes in understandingchanged social relationschanged (new) practices

10. Redesign the system based on feedback

Prior experience of participants valued?

8. Monitor & adjust

System maps…

Learning in Practice

Masters in

Systems Thinking in Practice

Examples from

STiP Alumni and Students

Many in the Public Sector

Systems thinking to improve wellbeing and

health

interdependenciescomplexityuncertaintycontroversy

A big challenge to improve

Systems thinking helps because it emphasises connections, relationships and importance of appreciating multiple perspectives.

multiple stakeholders with different perspectives and interests.

Wellbeing and HealthCharacterised by

Involves

Study Fellow (2012): Helen Wilding

Many people already think systemically

But the quality of that thinking can be improved through awareness of the concepts, approaches and tools

of systems

There's always, always

another perspective

Quite complexmulti-factorial

problems

Study Fellow (2012): Helen Wilding

We need ways of working that release the systems thinking

capacity within us

Constraints to systems thinking

Target driven performance

Standard project methodologies

Instrumental policy approaches

Debate and conflictual communication

Release our systems thinking

Purposeful concerted action

Contextualising systems approaches to the task

Intelligent, social learning based policy approaches

Dialogue and inquiry focussed communication

Study Fellow (2012): Helen Wilding

Helping an organisation to avoid frequent unnecessary restructuring

Action ResearchIntroduce PVSM &

Collaborative Inquiry

Frequent Restructuring• does more harm

than good• reduces

productivity and profitability

• worsens employee health and well being

• decreases motivation and staff burn-out

Introduce Staff

to a

Personal VSM

Viable System Model (VSM)to appreciate the complexity of an organisation as a

system and potential systemic

failure• Not used in

mainstream• Not known or

seen as too complex

Robinson, D., Introducing Managers to the VSM using a personal VSM, Kybernetes, 2013, Vol 42, Issue 1

• a gentle way to introduce a new model

• increases management buy-in to its benefits

• appreciate organisational viability

• obviate a need for unnecessary restructuring and reorganisation

Introduce Staff to a

Study Fellow (2012): David Robinson

APPLYING STIP LEARNING IN THE NHSTO FORM STRATEGIC PLANS FOR DISCHARGING ADULT ACUTE PATIENTS FROM HOSPITAL.

Rich Picture

P (What) – Co-ordinate & improve health and social care support

Q (How) – By forming joint strategic plans

R (Why) – To improve outcomes and reduce delays

Purpose (PQR)

Study Fellow (2012): Pauline Roberts

APPLYING STIP LEARNING IN THE NHSTO FORM STRATEGIC PLANS FOR DISCHARGING ADULT ACUTE PATIENTS FROM HOSPITAL.

Efficacy – Reduced incidents and complaints

Efficiency – Reduced delays

Effectiveness – CQC and Scrutiny feedback

Conceptual Map Outcomes

Study Fellow (2012): Pauline Roberts

MUNRO REVIEW

Our Strategic Partner Organisations

My Organisation

Systemic Inquiry

Viable System Model

Soft Systems

Methodology

ICT Provision

Enterprise Architecture

New ICT ProjectsNew Proje

EA Frameworks

New ICT Actions

Strategic Planning

TU812

TU811

BussUnitsBusiness

Units

Systems Practice as an Enterprise Architect in a Telecommunications Company

Making changes for better outcomes

Describing the context

Investigating options and moving forward?

Study Fellow (2012): Russell Plummer

Using systems thinking in agricultural biodiversity research for development

A Rich Picture An influence Diagram

Getting to grips with the complexity

Study Fellow (2012): Arwen Bailey

1. Identify and map ABD and poverty

hotspots7. Improve

capacity at all levels to plan, implement and incorporate in situ strategies

8. Engage donors in

dialogue about a global strategic approach

6. Generate evidence, knowledge products,

decision-support tools and

recommendations

2. Identify strategic

conservation portfolios for

selected PGR in target areas

3. Assess current status of prioritised

PGR...

4. Synthesize existing

evidence/lessons regarding

instruments, incentives and interventions

5. Conduct case studies in

target areas, for portfolio for

testing of instruments,

etc.

Define measures of performance

(3 or 5 Es)

Adapt strategy

Monitor and evaluate 1. to 8.

Using systems thinking in agricultural biodiversity research for development

An example a system of interacting activities with the emergent property of the change we aim to see

Study Fellow (2012): Arwen Bailey

Study Fellow (2012): Bryan Hopkins

Collaboration in the Public Sector – A Rich Picture

Drawn using feedback from an Appreciative Inquiry (Vickers,1968). Individual stakeholders described drivers and experiences of collaborative work, thus enabling understanding of different ‘worldviews’.

Interpretation• The left hand side depicts

statutory organisations and their processes. It illuminates the service ‘design mess’ described by ALL stakeholders.

• All suggested incongruent use of information (computers), resulting in an inability to see the ‘whole picture’ and use resources (money bags) effectively.

• the right shows the community, including voluntary sector.

• The gaps in the wall represent opportunities to engage, which were described as being ‘by invite’ to tick boxes. Study Fellow (2012): Bridget Brickley

System 5 (Governance)

System 4 (Intelligence)

System 3 (Management and Delivery)

System 1 Delivery

System 2

Monitoring

System 2

Co-ordination

E N V I O R O M E N T

Hard Data and National frameworks and Policy

Local inf ormation

And Tacit

knowledge

Viable Systems MethodologyDiagnostic of Commissioning Adult Social Care in a Local Authority

Analysis of Dialogue between system 3 and 4• System 4 – Primary intelligence used is hard

‘summative’ health data. • System 3 – procurement decisions are

primarily made using ‘soft’ local information.• There is no real mechanism for feeding this

up to System 4

Suggestions1. Develop a more holistic approach to feeding

up ‘soft’ (system 2) intelligence gained in system 1 to system 4 .

2. Develop role of provider forums, • widening the membership, • to enable them to identify more creative

solutions to ‘gaps’, ‘changes’ and ‘challenges’.• Thus being better able to meet the needs of

service users.

Study Fellow (2012): Bridget Brickley

Local GovernmentCommunity Engagement Workshop• Community engagement for a shadow health and well-being Board (HWB)

- why?; how? ; with whom?; when? what?• Systemic and systematic approach • Conversation mapping, starting with a proposition • Internal discussions enriched through external perspectives• Managed process in order to generate a range of ideas

Ison, R (2010)

Harnessing community engagement to give the

general public influence over decisions affecting the provision

and quality of health and care services ….?

Study Fellow (2012): Anne Brinkhoff

Generating Ideas – Group 1

Transformation From dictating to working withWeltanschauung (Worldview)

Need public ownership in order to achieve real change

Owner HWB members – personal responsibilityCustomers Council X Public and PartnersActors Everyone! Overseen by HealthwatchGuardians HWB Members, MP, Press, StakeholdersEnvironment Financial Resources, Human Resources

Time Constraints, ComplexitySub-Systems

Purpose (PQR): A system to achieve effective dialogue with the public and partners (P)by interactive, varied and consistent mean (Q) in order to achieve a joint understanding with public and partners of the health and well-being needs of the population and what needs to be done to address these (R)

Study Fellow (2012): Anne Brinkhoff

Transformation The public is not involved -> will be involved in developing the JSNA and JHWS

Weltanschauung(Worldview)

Such strategies work better if publicly owned

Owner HWB and constituent organisations

Customers The communities and stakeholdersActors Partners (agencies- CCG/Las) and community (self help)

Guardians Healthwatch; HOSCEnvironment Inadequate knowledge of target community

Resources: physical and financialSub-Systems Joint consultation between CCG/HWB

Written communication/on-line communicationPublic meetingsSurveysUsing existing structures PPE groupsSocial media

Purpose (PQR): A system to involve/engage with public (P) by various means (Q) in order to enable them to contribute to creating conditions for people and their communities to thrive and reach their health and well-being potential (R)

Generating Ideas – Group 2

Study Fellow (2012): Anne Brinkhoff

Systems Innovation