systems thinking
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Systems Thinking. Systems Thinking. - PowerPoint PPT PresentationTRANSCRIPT
Systems Thinking
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Systems Thinking
• Systems thinking is an approach to analysis that is based on the belief that the component parts of a system will act differently when isolated from its environment or other parts of the system. Because the whole is greater than the sum of its parts, (the relationship between the parts is what should be under observation) any atomistic analysis, is considered reductionistic. Standing in contrast to Descartes's, and others', reductionism, it proposes to view systems in a holistic manner.
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1) Process Principles
• Dialoguing as methodology to converse on high level 5/low level six;
• Seeking interrelations in order to understand rather than analysis;
• Understanding stories and assumptions – of the future, the status quo, business and HR as profession;
• Co-creation as pre-requisite;• Thought leadership and the value of shared understanding;• Understanding the systemic value of translating strategy
rather than treating strategy as a once off event;• Overarching Group HR strategy;• Focused dialogue with 2 – 5 years time frame; and• Inclusivity – importance of unleashing all the voices.
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2) The Dialogue Challenge
“We are all connected and operate within living fields of thought and perception. The world is not fixed but in constant flux; accordingly, the future is not fixed, and so can be shaped
Humans possess significant tacit knowledge – we know more than we can say
The question to be resolved : how to remove the blocks and tap into that knowledge in order to create the kind of future we all want?”
David Bohm, On Dialogue
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Example
Desired
Climate
Respect
Reward
Level of Leadershi
p Trust
Build a causal loop explainingThe issues in your department
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Example
Desired
Climate
Respect
Reward
Level of Leadershi
p Trust
Motivation
Energy
Labour turnove
r
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Example
Desired
Climate
Respect
Reward
Level of Leadershi
p Trust
Motivation
Energy
Labour turnove
rLevel of
CompetenceEmpowerment given
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Example
Desired
Climate
Respect
Reward
Quality of Leadershi
p Trust
Motivation
Energy
Labour turnove
rLevel of
CompetenceEmpowerment given
Desired Business Results
Profit
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Level of user satisfaction
Acceptabilityof infoto users
Accessibility of system
Timerequired to
solveproblems
Cost ofdelivery
Clarityand understanding
of userrequirements
Effectivenessof workpractice
Quality of system:
• Timeous• Availability• Integrity
Availabilityof system
Availabilityof
documentation
Degree ofpro-activeplanning
Trust in the system
Client’sperception
of cost
Buy in
Demandfor service
Amount of budget available
Number of resources
required
Investment in machinery(hardware/network)
Investmentin office
infrastructure
Levelof skills
Competencelevel of
users andtech.
Management’s perceptionof system
Userattitude
Number of resources
available
Interactionbetween
role-players
Alignmentof goals /strategy
Numberof changerequests
Retention and morale
Resourcesfor
infrastructure
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• Emergence in Nature
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Systems Archetypes
• Do you keep grappling with the same stubborn problems in your organization? If so, perhaps there's a systems archetype lurking in the background. Systems archetypes are a class of systems thinking tools that capture common challenges that occur in all kinds of industries and organizations.
• The archetypes themselves consist of causal loop diagrams depicting typical and problematic systemic structures. From "Fixes That Fail" (in which your "solutions" seem to backfire) to "Tragedy of the Commons" (in which people "overgraze" a limited resource, such as admin support), the archetypes give you an inside look at these structures and reveal high-leverage actions you can take to manage them.
• Besides "Fixes That Fail" and "Tragedy of the Commons," the systems archetypes include: "Drifting Goals," "Limits to Success," "Growth and Underinvestment," "Escalation," "Success to the Successful," and "Shifting the Burden."