Design Thinking  

The Six Systems Thinking Steps to

Solve Complex Problems� Ra�q Elmansy 6 Systems Thinking

A quick overview of common problem solving techniques indicates that most of

these methods focus on the problem rather than the whole eco-system where

the problem exists. Along with the challenges of global economy, problems turn

out to be more complicated and sometimes awakening problems. Climate

change, tra�c problems, and organizational problems that have developed

through the years are all complex problems that we shouldn’t look at the same

way as simple or linear problems. Part of the problem of thinking about a

complex problem is the way we approach it, which may contribute to making the

problem even more complex. As stated by Albert Einstein, “The problems cannot

be solved using the same level of thinking that created them.” Systems thinking

tends to focus on the broader ecosystem rather than the problem itself.

Systems thinking was developed by Jay Forrester and members of the Society for

Organizational Learning at MIT. The idea is described in his book, The Fifth

Discipline, as follows: “Systems thinking is a discipline for seeing wholes. It is a

framework for seeing interrelationships rather than things, for seeing patterns of

change rather than static ‘snapshots.’” A common example of the systems

thinking method is the life around us where multiple systems interact with each

other and are a�ected by each other. This wide perspective of systems thinking

promotes it to solve complex problems that are dependent on external factors.

Below are some of the stations that system thinking may contribute to solve.

Complex problems that involve di�erent factors, which require

understanding the big picture in order to be e�ciently solved

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Situations that are a�ecting, are being a�ected by, or a�ect the

surrounding systems

Problems that have turned more complicated by previous attempts to

solve them

Concepts of Systems Thinking

In order to understand systems thinking, a number of concepts should be

highlighted in order to de�ne the relation between the problem and the other

elements in the system and how to observe this relation in order to reach an

e�ective solution. These principles include the following.

All systems are composed of interconnected parts, and changing one

part a�ects the entire system, including other parts.

The structure of a system determines its behavior, which means that

the system depends on the connection between parts rather that the

part themselves.

System behavior is an emergent phenomenon. System behavior is

hard to predict due its continuously changing, non-linear relations and

its time delay. It can’t be predicted by simply inspecting its elements or

structure.

Feedback loops control a system’s major dynamic behavior. The

feedback loop is a number of connections causing an output from one

part to eventually in�uence input to that same part. The number of

feedback loops are larger than the system parts, which contributes to

increasing system complicity.

Complex social systems exhibit counterintuitive behavior. Solving

complex problems can’t be achieved through everyday problem solving

methods. They can be solved only through analytical methods and

tools. Solving complex problems can be achieved through systems

thinking, a process that �ts the problem, and system dynamics, which

is an approach to model systems by emphasizing their feedback loops.

Systems Thinking in Six Steps

In their paper Six Steps to Thinking Systemically, Michael Goodman and Richard

Karash introduced six steps to apply systems thinking principles while solving

complex problems. These steps were part of their case study to Bijou Bottling

company’s problem of getting their orders shipped on time.

Set 1: Tell the Story

The �rst step in solving the problem is to understand it, and this can be achieved

through looking deeply at the whole system rather than individual parts. This

step requires meeting with the stakeholders to share their vision about the

situation. One of the common tools to build this understanding is to utilize

Concept Maps, which are graphical tools used to represent the organization or a

structure of knowledge. Concept Maps visually present the system’s elements,

concept links, proposition statements, cross-links, and examples.

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Example of concept map (source: Carnegie Million University)

Step 2: Draw Behavior Over Time (BOT) Graphs

When thinking about a problem, we are in�uenced with the current situation

that is re�ected in our analysis, yet the problem follows a time dimension, which

means that it should be tracked through the time. The Behavior Over Time graph

draws a curve that presents a speci�c behavior (Y) through the time (X). This

graph helps us to understanding whether or not the current solution is e�ective.

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Observing the system using the BoT chart indicates that crisis management

cost increased over time, while production/distribution e�ciency decreased

(source: Michael Goodman and Richard Karash).

Step 3: Create a Focusing Statement

At this point, there should be a clear vision about the problem solving process,

which is de�ned in the from of a statement that indicates the team’s target and

why the problem occurs.

Step 4: Identify the Structure

After having clear vision about the problem through the proposed statement, the

system structure should be described, including the behavior patterns. Building

these patterns helps in understanding more about the problem, and it can be

formed as a system archetype.

Step 5: Going Deeper into the Issues

After de�ning the problem and the system structure, this step tends to

understand the underlying problems through clarifying four items: the purpose

of the system (what we want), the mental models, the large system, and personal

role in the situation.

Set 6: Plan an Intervention

The previously collected information is used to start the intervention phase,

where modi�cations to the current problem relate parts to connections. This

intervention attempts to reach the desirable behavior.

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The Heroic “11th Hour” crisis e�orts presents the solution for Bijoucompany rather the the improvement and redesigning e�orts on the long

run(source: Michael Goodman and Richard Karash).

Practice Example of SystemsThinkingOne of the direct examples of adopting the systems thinking method waspresented by Daniel Aronson highlighting insects who caused damage crops.Traditional thinking to solve crop damage is to apply more pesticides to reducethe number of insects and subsequently reduce the crop damage. However, thissolution solves the problem for a short term. In the long run, the problem isn’ttruly solved, as the original insect eating the crops are controlling the populationof another species of insect in the environment either by preying on it orcompeting with it. Subsequently, the crop damage increases again due to theincreasing numbers of other insect species.

Reducing the number of insects A contributes reducing the crop damage on

the short run, yet it causes increase in insect B numbers, which causes

increasing crop damage in the future (source: source: Michael Goodman

and Richard Karash)

Observing the ecosystem that includes both the insects and the crops, systems

thinking suggests exploring a solution that ensures reducing the crop damage in

the long run without a�ecting the environmental balance, such as deploying the

Integrated Pest Management that has proven success based on MIT and the

National Academy of Science. This solution tends to control the number of an

insect species by introducing its predators in the area.

Unlike everyday problems, complex problems can’t be solved using traditional

problem solving methods due to the nature of the problems and their

complexity. One of the theories that attempts to understand complex problems

is systems thinking, which is de�ned by a number of characters. Six steps are to

be used to explore and solve complex problems under the umbrella of systems

thinking, which help us to observe and think in a whole eco-system rather than

individual parts. Systems thinking can be deployed in multiple domains to solve

organization problem, or global problems such as energy, pollution, and poverty.

What Does theSystems ThinkingTeach us About theProblems ofProblem-SolvingPractice

Design SchoolsShould TeachSystems Thinkingand This is Why

Ra�q Elmansy

Ra�q Elmansy is the founder of Designorate.com, author, and designand innovation consultant. He is an a�liated faculty teaching designat the American University in Cairo. He holds a master degree inDesign Management with Distinction from Sta�ordshire University,

UK. He has more than 17 years experience in the �eld of UXD and interaction design,and his books are published by John Wiley, O’Reilly Media and Taylor and Francis. Heis also a contributor at the Design Management Review. Ra�q is a jury board memberfor the A'Design Awards, Poster for Tomorrow, and Adobe Achievements Awards. Hisdesign artwork was exhibited in many locations including Croatia, South Africa, Brazil,and Spain.

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Misi Isaac • 2 years ago

"Systems thinking was developed by Jay Forrester and members of the Society

for Organizational Learning at MIT. The idea is described in his book, The Fifth

Discipline, as follows:" Peter Senge is the author of The Fifth Discipline

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