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How to Draw Causal Loop Diagrams
Understanding better relationships, causality, and feedback
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All systemic behavior can be described through two basic processes
• Reinforcing Feedback
• Balancing Feedback
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Systainability Asia 2011 AtKisson Group 2011
Reinforcing Loops generate exponential growth
R
Public support
for water
conservation
Efforts directed at Water
conservation
Positive
Results
Awareness of
positive
results/
success
s
ss
s
In a reinforcing feedback process, a variable continually feeds back upon itself to reinforce its own growth or collapse.
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What Reinforcing Feedback looks like…
Source: International Geosphere-Biosphere Program; see AtKisson, The ISIS Agreement, for complete citation.
These behavior pattern trends are unfortunately
disrupting the delicate, systemic balances that make up
the biosphere ... and even changing the face of the
Earth itself.
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Reinforcing Feedback: Definition & Description
▪ In a reinforcing feedback process, a variable continually feeds back upon itself to reinforce its own growth or collapse.
▪ Reinforcing processes tend to be self-perpetuating, and sometimes have a runaway quality, especially in their later phases.
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Systainability Asia 2011 AtKisson Group 2011
Balancing Loops Create Resistance & Stability
Total amt.
water taken
from river
Available water
for new homes
Total #
homes in the
region
ss
o
s
BTotal water
demand
Balancing loops tend to counteract changes to systems. They seek goals, provide stability and push towards equilibrium.
Sometimes they can help create oscillation.
Total # homes
To
tal w
ate
r ta
ke
n f
rom
rive
rs
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Balancing Feedback: Definition & Description
▪ A balancing process seeks stability and to maintain conditions around a given level.
▪ Balancing processes are often characterized as goal-seeking or as growth-limiting.
▪ Balancing feedback is essential for situations that are self-correcting or self-regulating.
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Implications of Reinforcing Feedback
Reinforcing feedback is ultimately unstable.
Nothing grows or shrinks forever.
The change produced may occur very rapidly
A slow accelerating trend can be underestimated
Reinforcing process can cause change unknowingly
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Interventions for Reinforcing Feedback
Build inBuild in braking or balancing processes and feedback mechanisms to detect unintended effects and reduce the likelihood of runaway acceleration.
AnticipateAnticipate unintended, distant, or long-term consequences of current actions or new choices; expect "limits to growth."
DetermineDetermine the "choice" links in the structure and see if these are leverage points in a vicious cycle.
Discover, share, evaluate, and
reframe
Discover, share, evaluate, and reframe the goal or the original motivation that set the process in motion
Reduce Gently reduce the input of energy or the "push" on the process.
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Implications of Balancing Feedback
A balancing process responds when performance deviates from the goal.
Pressure for change or correction weakens when performance improves
Balancing feedback loop can break down and result in failure
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Interventions for BalancingFeedback
Test Test the effectiveness of the corrective action
Reduce Reduce or eliminate delays.
IdentifyIdentify the goal or the variable limiting the balancing process..
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Exercise:Drawing Feedback Loops
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How to Read a Feedback Loop Diagram
Words
A local effort at water conservation produced positive results. Over time, there was general awareness of positive results. Awareness boosted overall public support for water conservation in the community.
Community support lead to additional effort at conservation which produced even more positive results, leading to even greater awareness of positive results … and so on...
FeedbackLoop Diagram
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Parts of a “Feedback Loop Diagram”
1. Variable --
Important factors
in the systems.
Can get bigger or
smaller.
2. Arrow -- Means
one variable
affects the next
one in some
direction, all else
being equal.
(Whether the loop
is drawn as
clockwise or
counterclockwise
does not change
anything.)
3. Sign -- “S” or “+”means
the second variable
changes in the Same
direction as the first.
“O” or “-” would mean
the Opposite direction
4. Type of loop --
R for reinforcing.
B for balancing,
which we will get
to later.
5. Name for
the loop
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Diagrams Can Have Multiple Loops
❑ Learning by doing Loop
The more the NGO achieved results in its work, the better its reputation.
❑ People Loop
The better its reputation, the higher quality people it was able to hire, boosting its capacity.
❑ Money Loop
Also, the better its reputation, the more funds were available, boosting capacity.
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Case Study 1: Sustaining Organization Success
The Case Study
The more the nongovernmental organisation (NGO) achieved results in its work, the more it increased its cumulative experience in its work area. Experience built the overall capacity to achieve results (e.g., people were more efficient, more effective, had more contacts and ideas etc.). With greater capacity, they found their ability to achieve results increased.
The Steps
❑ Identify the possible variable names?
(underline them)
❑ Draw the links showing what affects what?
❑ Can you draw the links in a way that the story
loops back on itself?
❑ Identify whether the dynamic between links is
an S or O.
❑ Identify whether the loop is a reinforcing or
balancing loop by tracing out the behavior
around the loop
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NGO Case Answer
Learning by Doing
❑The more the nongovernmental organisation (NGO) achieved results in its work, the more it increased its cumulative experience in its work area. Experience built the overall capacity to achieve results (people were more efficient, more effective, had more contacts and ideas etc.). With greater capacity, they found their ability to achieve results increased.
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Exerxcise:Drawing Systems Map
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Three Ways to Create a System Map
The “Jigsaw Puzzle” Approach
The “Mental Model” Approach
The “Start with One” Approach
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ONE KEY INDICATOR
Systems Diagramming Example
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CAUSE
CAUSE
EFFECT
EFFECT
ONE KEY INDICATOR
CAUSE
EFFECTCAUSE
Step 1 - Systems Diagramming
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CAUSE
CAUSE
CAUSE CAUSE
CAUSE
EFFECT
EFFECT
EFFECT
EFFECT
ONE KEY INDICATOR
CAUSE
CAUSE
EFFECT
CAUSE
EFFECTCAUSE
Step 2 - Systems Diagramming
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CAUSE
CAUSE
CAUSE CAUSE
CAUSE
EFFECT
EFFECT
EFFECT
EFFECT
KEY INDICATOR
CAUSE
CAUSE
EFFECT
CAUSE
EFFECTCAUSE
Step 3 - Systems Diagramming
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Some corporate examples - Bang Negara Indonesia (BNI) Sustainability Team