A Systems Model of Human Behaviour

Introduction

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A Systems Model of Human Behaviour

Contents

• Systems Thinking

• Model

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Systems Thinking

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Five Questions• Where do we want to be? (i.e., our ends, outcomes, purposes,

goals, holistic vision)

• How will we know when we get there? (i.e., the customers’ needs and wants connected into a quantifiable feedback system)

• Where are we now? (i.e., today’s issues and problems)

• How do we get there? (i.e., close the gap from C - A in a complete, holistic way)

• Ongoing: What will / may change in your environment in the future?

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Analytic Thinking

from The Foundations of Analytic Thinking, by Paul & Elder (1996)

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Analytic Thinking

• Starts with today and the current state, issues, and problems.

• Breaks the issues and / or problems into their smallest components.

• Solves each component separately (i.e., maximizes the solution).

• Has no far-reaching vision or goal (just the absence of the problem).

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Systems ThinkingA “system” is defined as a set of components that work together for the overall objective of the whole. A system is a series of inputs (Phase C) to a throughput or actions (Phase D) to achieve your outputs (Phase A) along with a feedback loop (Phase B) in the environment, to measure success.

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Phase AThe Systems Thinking Framework begins with the desired outcome so we are always clear on what we are working toward – and being proactive in creating our ideal future. Here we are asking the question, “Where do we want to be?”

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Phase BIn this phase we are developing the quantifiable outcome measurements of success overall in achieving the vision. Ask, “How will we measure success of the outcome? What is the quality of that measure or outcome? How will we know when we get there?” Your internal and external customer’s needs and wants are very much connected to the feedback system.

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Phase CThe input phase takes a look at where we are now and identifies today’s situation, issues and challenges. It is in this phase that we take an inventory of what we need to complete the job, such as resources, skills, budget, equipment, human potential, spirit, and so on.

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Phase DHere we create our action plan where change occurs and everything we do to bring it about. We must design the “system” – the step-by-step process and sequential steps that determines who does what by when. It is important to build in a micro-feedback loop in this phase so as to keep track of the process. Implicit in this phase is the understanding that we have to manage change before it manages us (in ways we may not like!).

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Phase EIt is important to pay attention to what’s going on in both your internal and external environments at all times. More times than not, it is something from your environment that can be the precipitating cause of what has thrown everything out of whack. This phase is also very much connected to your customer’s level of satisfaction.

Phases A, B, C, and D represent a closed system. Phase E makes it an open system. Most organizations don’t intentionally work in a closed system.

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Systems Thinking Readings

The Fifth Discipline (Paperback)by Peter M. Senge "From a very early age, we are taught to break apart problems, to fragment the world..." (more)

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Model• A model is a critical

component of one's vision as it defines the important variables to consider and the relationships among those variables.

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Model Components• Cognitive component -- Perceives, stores, processes,

and retrieves information • Affective component -- Can modify perceptions and

thoughts before and after they are processed cognitively

• Conative component -- Directs and manages input and output functioning

• Spiritual component -- How we approach the unknowns of life, how we define and relate to the sacred

• Behavioral system -- Overt action of organism (output of the individual)