Transcript Slide 1

Systems Thinking
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
Respect
Level of
Leadership
Desired
Climate
Trust
Reward
Build a causal loop explaining
The issues in your department
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Example
Respect
Level of
Leadership
Motivation
Desired
Climate
Energy
Trust
Reward
Labour
turnover
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Example
Respect
Level of
Leadership
Motivation
Desired
Climate
Energy
Trust
Reward
Empowerment
given
Labour
turnover
Level of
Competence
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Example
Respect
Quality of
Leadership
Motivation
Desired
Climate
Energy
Trust
Reward
Empowerment
given
Labour
turnover
Level of
Competence
Desired
Business
Results
Profit
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Quality of
system:
•Timeous
•Availability
•Integrity
S
Level of user
satisfaction
S
Acceptability
of info
to users
S
S
Client’s
perception
of cost
SS
Trust in
the system
S
User
attitude
S
S
S
O
Availability
of system
Accessibility
of system
Cost of
delivery
S
O
Management’s
perception
of system
S
O
Time
required to
solve
problems
O
O
Investment
in machinery
(hardware/
network)
S
O
Resources
for
infrastructure
Availability
of
documentation
Effectiveness
of work
practice
S
Clarity
and understanding
of user
requirements
Interaction
between
role-players S
S
S
S
S
Degree of
pro-active
planning
S
Number
of resources
available
S
Investment
in office
infrastructure
Retention
and morale S
Buy in
S
Demand
for service
S
Number
of change
requests
S
Number
of resources
required
S
Competence
level of
users and
tech.
S
S
S
S
Alignment
of goals /
strategy
Amount
of budget
available
S
Level
of skills
S
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• Emergence in Nature
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Self Organising
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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."
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