Module VIUnderstanding Systems

System Behavior

Learning Objectives

• System Behavior and Structure–Why we should care–What system structure is–Strategies to identify system structure

Events-oriented view of the world

Source: Sterman, J. D. (2000). Business dynamics: systems thinking and modeling for a complex world (Vol. 19). Boston: Irwin/McGraw-Hill.

Pattern-oriented view of the world

Source: Sterman, J. D. (2000). Business dynamics: systems thinking and modeling for a complex world (Vol. 19). Boston: Irwin/McGraw-Hill.

More structural view of the world…

Source: Adapted from Sterman, J. D. (2000). Business dynamics: systems thinking and modeling for a complex world (Vol. 19). Boston: Irwin/McGraw-Hill.

Systems view of the world…

Source: Adapted from Sterman, J. D. (2000). Business dynamics: systems thinking and modeling for a complex world (Vol. 19). Boston: Irwin/McGraw-Hill.

The Beehive Metaphor

EventPattern

System

The Beehive Metaphor

What could an individual do differently?

What could the organization do differently?

How can we better understand the changes we’ve made?

System Structure

• System structure is not readily visible• Information is essential to identifying system

structure• Successful change requires system-level

understanding• System structure influences behavior

System Structure

• System structure is not readily visible• Information is essential to identifying system

structure• Successful change requires system-level

understanding• System structure influences behavior

How We See Systems

Mental Models:

Our beliefs about system structure may or may not reflect true system structure.

Act

Observe

Revise Model

Mental Models: Language

The power of language in shaping mental models:

“Pilot” was only supported for a short term trial VS

“Project” implied beginning work that would be sustained

Mental Models

Topic Mental Model Actions Alternative

Mental Model Actions

“Fighting Fires” management style

Putting out “fires” at work makes me feel important – like I have really accomplished something today.

Look for fires. Act in a reactive, rather than proactive manner. Manage day to day rather than strategically. Encourage employees to depend on the manager to solve problems.

If I am constantly putting out “fires”, there must be work or management processes that are not working well.

Prevent problems rather than react to problems in the workplace. Improve work processes rather than continually treat symptoms of process breakdowns. Encourage employees to solve problems and participate in improvement efforts.

Mental Models• “Information is power” • “Teens should abstain from sex” • “Better health technology is the

path to a healthy society”

• “Data are the foundation of performance improvement”

• “Promote safe, protected sexual activity”• “Prevention is the path to a healthy

society”

System Structure

• System structure is not readily visible• Information is essential to identifying system

structure• Successful change requires system-level

understanding• System structure influences behavior

Child Fatality Reviews

• Child fatality reviews are one example of how system structure cannot be identified without information

• Data on child fatalities are collected from multiple sources and reviewed by experts from multiple disciplines

• By dedicating a group of people to review shared data on child fatalities over time, we allow them to develop a memory of system behavior, and to uncover system structure

Mental Models

Focus:Events Actions Focus:

Patterns ActionsFocus: System

StructureActions

Investigate child fatalities, one at a time.

After investigation is complete, determine any “fault” and take appropriate action.

Investigate patterns in child fatalities over time.

If we see a “cluster of events” or increasing trend linked to a certain neighborhood, institution, or race/ethnic group we will figure out how to minimize risk moving forward.

Look for patterns, and attempt to understand events from a systems thinking perspective.

With a much deeper understanding of what underlies avoidable child fatalities, we can bring community stakeholders together to address causes and prevent future events efficiently.

System Structure

• System structure is not readily visible• Information is essential to identifying

systemic structure• Successful change requires system-level

understanding• System structure influences behavior

Going Below the Waterline

• Recognize the power of language• Surface and reframe mental models within and outside

your organization• Recognize the impact of past events on current

circumstances• Reduce silos• Build communication mechanisms across organization

compartments (and outside our organization!)• Make information widely available• Present data in graphs to identify trends and patterns• Remember that systems never stop behaving, and ripple

effects matter!

System Structure

• System structure is not readily visible• Information is essential to identifying system

structure• Successful change requires system-level

understanding• System structure influences behavior

Structure and Behavior

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Building Blocks

• Variables

• Causal Links/Arrows

• Signs

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Feedback Loops

System Archetypes

• Limits to Growth• Success to the Successful• Fixes that Fail • Shifting the Burden

Limits to Growth

• A system is increasing consistently• Then suddenly stops growing and might

even crash• An unforeseen limiting factor finally

reigned in the growth; unless the limiting factor is removed the system will not grow past that peak

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Limits to Growth

Success to the Successful

• Two or more organizations/methods/agents are competing for a limited resource (like funding or time)

• The allocation of that resource is based on past successes

• But success is only possible if you have resources

• Whichever organization initially succeeds will have more and more resources allocated to it

Success to the Successful

Source: Michael R Goodman. "Applying Systems Thinking and Common Archetypes to Organizational Issues”. www.iseesystems.com/Online_training

Fixes that Fail

• Quick-fix solution is applied to a problem• Resolves the problem in the short term• Unintended consequences of the quick fix

make the problem worse in the long term

Intersecting Loops

The Fix that Fails…

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Shifting the Burden

• Choice between solving a problem by treating the symptoms or applying a fundamental solution (i.e. root cause)

• Symptomatic relief of the problem reduces pressure to apply a fundamental solution

• Over time, side effects of the symptomatic solution undermines the ability to apply the fundamental solution

Shifting the Burden

Lessons Learned

• Break the cycle • Anticipate and prepare for delayed

consequences • Anticipate and manage possible

unintended consequences elsewhere in the system

Learning Objectives

• System Structure– Why we should care– What system structure is– Strategies to identify system structure

• Common and important system structure– Diagramming system structure using causal loop

diagrams– Foundational cycles– System archetypes– Using causal loop diagrams to improve quality