Executive Systems Thinking Seminar - March 3 2015

Systainability Asia -‐ 2015 / www.systainabilityasia.com

EXECUTIVE SYSTEMS THINKING TRAINING

SEMINAR 3 March 2015

Robert Steele Systainability Asia / AtKisson Group


Premise of this Seminar


1. A systems perspec>ve helps us to understand what shapes the way society thinks and acts.


2. By using a systems approach, we can beFer understand what lies underneath various social issues in order to develop long-‐term solu>ons.


Seminar Objectives

1.  Introduce systems thinking as an effec>ve problem analysis and solu>on approach.

2.  Share some prac>cal systems thinking tools, methods, and techniques.


Current And Past Clients Include: Levi Strauss & Co. • Ernst & Young • Nike • Bal>c 21 (the 11 na>ons of Northern Europe) • European Sustainable Development Network • Brother, Inc. (Japan) • Earth Charter Interna>onal • Swedish SIDA’s Advanced Interna>onal Training Programs • United Na>ons Division for Sustainable Development Egyp>an Na>onal Compe>>veness Council • Government of Singapore • Greater New Orleans, Inc. • SEIYU (Japan) • SERDP -‐ Strategic Environmental Research & Development Program (US Government) • Seliger Forum 2010 (Russia) • Sustainable Fashion Academy • States of Queensland, Victoria, NSW, and South Australia • Stockholm County • Sustainable SeaFle • Heinz Endowments • Toyota • UNEP • UNDP • Nile Basin Ini>a>ve • Bank of Indonesia • Volvo Cars

Robert Steel – Systainability Asia -‐ Part of A global network dedicated to sustainability strategy learning, and inspira?on

Global Affiliate and Associate Network


A little Thumb wrestling


Part 1 - What is Systems Thinking?

SYSTEMS

THINKING


Important idea: “Good people can make bad or harmful decisions if the systems within which they are making those decisions are poorly designed.


A system is a set of elements whose interconnec>ons determine their behavior.

What Is A System?

Systems are bound together by the laws of cause and effect, and governed by flows of informa>on, energy and materials.

Note: People give defini-on to systems based on an idea of what should happen at a given point in -me. Thus, systems have a purpose.


Not a System A System

v


Bigger more Complex Systems


CEO’s individual concern about climate change

Shareholder desire for

profitability

Likelihood a CEO decides to open a coal fired power

plant

Cost to meet other

standards Expected

profitability of coal

Costs of other energy sources

Price per ton CO2

An example of system dynamics…

Source: Climate Interac>ve – Climate Leader Series; hFp://theclimateleader.org


Would a new decision maker placed in the same system make a different decision?


Some Insights


A Systems Perspective



A little background on System Thinking


Systems Thinking helps us to . . . . . . move the focus away from events and pa5erns of behavior (which are symptoms of problems) and toward systemic structure and the underlying mental models

Adapted from: Senge, Peter, The Fieh Discipline, 1996.

Car Ownership

Transporta>on Op>ons


Systems Thinking has a Special Language

•  Source •  Stock •  Flows •  Sinks •  Feedback •  Reinforcing •  Balancing •  Leverage Point


Systems Thinking includes a Set of Tools

Stock & Flow Diagrams

System Iceberg Behavior Over Time Graphs

Causal Loop Diagrams

Compass

Ladder of Inference


A System Story A System Story by BEE

http://www.youtube.com/watch?v=rDxOyJxgJeA


COFFEE

BREAK


Part 2 - The System Iceberg

The “iceberg” model of systemic rela>onships is a simple tool to begin to unravel complexity and discover root cause of behavior.


The Iceberg brings two things of benefit to decision makers….

First – It helps focus our aFen>on on areas of high leverage. Second –the idea that the structure of a system actually determines the long-‐term behaviour of the system.


The Iceberg

Events •  Headlines in the Newspapers

•  Urgent Emails •  Fires to Put Out •  Proposals •  Disasters to deal with!


The Iceberg

Events React & Respond


The Iceberg

Events

Pa5erns of Behavior

Past Now

Indicator Trends


The Iceberg

Events

Pa5erns of Behavior

Adapt & Anticipate

Systainability Asia -‐ 2015 / www.systainabilityasia.com Time

Past Today Future

Something important


The Iceberg

Events

Pa5erns of Behavior

Systemic Structures

Mindsets & Mental Models

Create & Re-Design


Feedback – The Process Driving the System Behavior

Confidence in Government Policy

Positive Results


The Iceberg

Events

Pa5erns of Behavior

Systemic Structures

Mindsets & Mental Models Transform


The Compass … A Sustainability Thinking Frame ➤ N = Nature =

Environmental impact, resource use, waste, ecosystems and habitat, water, energy, climate change

➤ E = Economy = Produc>on, consump>on, employment and work, money, investment, debt, business, innova>on

➤ S = Society = Governance, equity, transparency, security, culture, ins>tu>onal management, levels of trust

➤ W = Wellbeing = Health, educa>on, self-‐expression, happiness, rela>onships, family, crea>vity, quality of life

It helps us think about issues from many different perspectives

© AtKisson, Inc., 2014 www.atkisson.com


The Compass as a Tool for Systems Thinking

Environmental Impacts

Resource Use & Waste

Ecosystem Integrity

Efficiency & ProducOvity

Financial Aspects

Work, Jobs, IncenOves

Rights, Laws & JusOce Culture &

InsOtuOons

Social Trust & Public Safety

Personal Health & Happiness

Self-‐Development OpportuniOes

Families & RelaOonships

It helps us think about issues from many different perspectives


Example – Traffic Problem in Bangkok

Events

Pa5erns of Behavior

Systemic Structures



Iceberg Exercise Part 1

For Problem Analysis


Exercise Instructions 1.  Form groups of 4 – 5 2.  Select a Topic that is prominent in the newspapers or on TV news right

now. 3.  Use the Iceberg template (handout) to analyze the Topic from a systems

perspec>ve. a.  What are the significant events in the past and now that we see, hear

about, etc. linked to this topic? b.  What are the paFerns of behavior and trends we can iden>fy that

link to this event. c.  What are some systemic structures that exist that generate these

behaviors d.  What are the dominant mental models, beliefs, values, assump>ons?

4. Also, as you brainstorm the elements at the various levels, use the Compass to help you be more holis>c (i.e. think about all four points of the Compass)


Some example Events to use



Sharing Icebergs


Iceberg Exercise Part 2

Leverage Points and solu>ons



Small Actions can yield large results

A “leverage point” is a place in a system where a large change towards desired behavior or results can be accomplished by applying rela>vely few resources.

Artist: Gary Larson Picture source: hFp://thwink.org/sustain/glossary/LeveragePoint.gif


The Iceberg

Events React and Respond

Pa5erns of Behavior

Systemic Structures


Adapt, Anticipate, Plan

Creative & Design

Transform



Exercise Instructions 1.  Use the Iceberg template (handout) to find the best

leverage points for whole system change at each level. •  How would you respond & react to events (short term

solu>on)? •  What will you do to be proac>ve on the paFerns and trends

you see by an>cipa>ng, planning and adap>ng? •  What will you do to create and design different system

structures and interac>ons (dynamics)? •  How to transform people’s mental models and mindsets that

lie at the very root cause of these issues (by designing or keeping in place these systemic structure that generate the behavior paFerns and trends that we see)?

2.  Finally, circle the top three ideas in the lower sec>on that has the highest leverage in terms of changing the system and avoiding the paFerns of behavior that you don’t want to see.

Increasin

g Leverage


Example – Our Traffic Issue in Bangkok

Events

Pa5erns of Behavior

Systemic Structures


React and Respond

Adapt, Anticipate, Plan

Creative & Design

Transform


Part 3 – Causal Diagrams


Causal Diagrams help in 3 ways…

1.  Test and clarify your thinking 2.  Enroll people in ac>on towards a goal 3.  Discover new allies


Efforts spent on gepng press coverage

Visibility of Projects Number of

people interested in the NGO’s projects

Number of people / organiza>ons, etc. suppor>ng the NGO’s projects

Quality of people wan>ng to work for the NGO

Cumula>ve Experience of the NGO

Funds available for Projects

Capacity of NGO to implement effec>ve projects

Posi>ve results of the projects

Causal Diagram Example of NGO Success


Causal Diagram Education Improvement Example

Overall PISA Test Scores & Country Ranking

Percep>on of Thailand’s Educa>on System by

Public

Ability of students to successfully take the Test

Students’ comprehension and mastery of subject maFer

Opportuni>es for students to apply theore>cal learning in relevant life situa>ons

Effec>veness of Government’s Educa>on Policy & Implementa>on

Capacity of Teachers for transforma>ve teaching &

learning

Curriculum

Extent of Transforma>onal Teaching Pedagogy applied in schools

Thailand’s Compe>>veness


A Causal Diagram Story Example Biking in Bangkok

Number of people biking to work

Number of bikers visible on the streets

Number of people interested in biking

Number of bikers organized to improve biking in the city

Number of bike lanes

Driver awareness of bikers


Some youth examples (Singapore Youth Environmental Envoys Program)


Corporate example - Bang Negara Indonesia (BNI) Sustainability Team


Summary & Closing


Remember…. The structure of the systems determines its behavior!


A Systems approach provides us . . .

Ø  Deeper Insight: “Understand components and their links in the system, you will understand its behavior.”

Ø  More effec>ve and long-‐term Leverage: “Change a component or link in the system, and you will change the system behavior.”

Ø  BeFer Solu>ons: “Solving problems almost always involves changing systems (iden-fy and change the limi-ng factor.”


13 Habits of a Systems Thinker


Comments, Questions?


Systainability Asia / AtKisson Group

ATKISSON SUSTAINABILITY SYSTEMS ACCELERATOR

Tools, Methods and Processes to Support Sustainable Development and Transforma-onal Change.


SYSTAINABILITY ASIA / ATKISSON GROUP

www.systainabilityasia.com

[email protected]

Thank you for your Attention & Participation!

Leadership & Management

Executive Systems Thinking Seminar - March 3 2015