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Systems Thinking Part 2
Louis Rowitz, PhDLouis Rowitz, PhD
Director Mid-America Regional Director Mid-America Regional Public Health Leadership InstitutePublic Health Leadership Institute
Systems thinking language is circular rather then linear, focusing on closed interdependencies.
Y
X
Z
=Policy Development
Assessment
Assurance
Systems thinkers use visual Systems thinkers use visual language in diagram from which is a language in diagram from which is a powerful means of communication powerful means of communication because it distills the essence of a because it distills the essence of a problem into a format that can be problem into a format that can be easily remembered.easily remembered.
Within the framework of Within the framework of systems thinking, “us” and “them” systems thinking, “us” and “them” are part of the same system and are part of the same system and thus responsible for both the thus responsible for both the problems and their solutions.problems and their solutions.
Levels of Understanding
Levels of Levels of UnderstandingUnderstanding Action ModeAction Mode Time Time
OrientationOrientationTypical Typical
QuestionsQuestions
Shared Vision
Systemic Structure
Patterns of Events
Events
Generative
Creative
Adaptive
Reactive
Future
Present
What are the stated or unstated visions that generate the structures?
What are the mental or organizational structures that create the patterns?
What kinds of trends or patterns of events seem to be recurring?
What is the fastest way to react to this event NOW?
Four Systems Thinking Tools
Brainstorming ToolsBrainstorming Tools Dynamic Thinking ToolsDynamic Thinking Tools Structural Thinking ToolsStructural Thinking Tools Computer-Based ToolsComputer-Based Tools
• Reinforcing and balancing loops are the Reinforcing and balancing loops are the building blocks of complex social systems.building blocks of complex social systems.
• Reinforcing loop produces growth and Reinforcing loop produces growth and decay – compound change in one direction decay – compound change in one direction with even more changewith even more change
• Balancing loop generate the realities Balancing loop generate the realities associated with change- factors that resist associated with change- factors that resist further increases in a given directionfurther increases in a given direction
The Double Q DiagramQualitative and Quantitative
The Issue
HardFactors
(Quantitative)
SoftFactors
(Qualitative)
Visual Map of the Key Factor Related to an Issue
Dynamic Thinking ToolsDynamic relationships between variables
Behavior Over TimeBehavior Over Time Causal LoopsCausal Loops Systems ArchetypesSystems Archetypes
Example
Supervisor SupportiveBehavior
EmployeePerformance
PerformanceLevel
Time
SupportiveBehavior
UnsupportiveBehavior
Behavior Over Time
Guidelines to Causal Loops
1)1) Select a clear themeSelect a clear theme
2)2) Determination of time dimensionDetermination of time dimension
3)3) Behavior over time chartsBehavior over time charts
4)4) Set boundaries around the themeSet boundaries around the theme
5)5) Level of aggregation-patterns of eventsLevel of aggregation-patterns of events
6)6) Significant delay factorsSignificant delay factors
System ArchetypeAid in the Recognition of common system behavior
Drifting GoalsDrifting Goals EscalationEscalation Fixes that FailFixes that Fail Growth and UnderinvestmentGrowth and Underinvestment Limits to SuccessLimits to Success Shifting the BurdenShifting the Burden Success to be SuccessfulSuccess to be Successful Tragedy of the CommonsTragedy of the Commons
Escalation
Threatto B
A’s Result B’s Result
Quality of A’s PositionRelative to B’s
Activityby A
Threatto A
B2B1
s s
s
s
o
o
Activityby B
s
s
Growth and Underinvestment
B3
B2
s
s
s
s o
s
s
s
R1 Demand
Performance
GrowthEffort
PerformanceStandard
Perceived Needto Invest
Investmentin Capacity
Capacity
Delay
o
Delay
Shifting the Burden/Addiction
SymptomaticSolution
FundamentalSolution
ProblemSymptom Side-Effect
B2
B1
s
s
s
s
o
o
o
R3
Delay
Success to the Successful
Resourcesto B
Allocation to AInstead of B
Success of A
Resourcesto A
R2R1
s s
s
so Success of B
s o