Systems thinking
– It is the ability to see both the distinct elements of a system or situation
and the complex and changing interaction among those elements.
Systems – An
entity which maintains its existence through the mutual interaction of its
parts. A system is composed of at least two elements and a relation that holds
between them. (Akoff (1971)) Simply put systems is set of interrelated parts
that function as a whole to achieve a common purpose.
Systems thinking is a
world of purpose, context, interconnectivity and behaviour. Systems thinking is
one of the major tools of systems analysis (the application of systems theory).
A diagnostic tool with a disciplined approach for examining problems more completely
and accurately before acting, allows us to ask better questions before jumping
to conclusions. It is a universal and powerful framework used in a number of
situations, disciplines and fields. It is used to gain sufficient understanding
and insights, also gain understanding of complex situations, to solve problems
and build new systems. It provides people with common language and tools to
explore opportunities and issues, share experiences and thereby enabling and
empowering collaboration and co - creation through the discovery of existing
knowledge or emergence of a new understanding of the existing realities and the
dynamic forces that impact or influence these realities.
The purpose of systems thinking is to help us be clear about
our assumptions, to surface, make them explicit, test them and improve them so
that over time we gain deeper and clearer insight and understanding of the
various dynamics that shape assumptions and perceptions that result in improving effectiveness.
Often put on the back burner is the fact that Implications
of our actions has an impact on a broader space and time dimension, this can be
addressed using systems thinking. We often rely on our existing mental models
to solve problems forgetting that the nature of our world is rather non – linear, dynamic and circular. Take an example, to address a chronic issue a symptomatic
solution/intervention may not cure the root cause of the issue resulting in
compromise on the effectiveness of the intervention.
Therefore, the important part of systems thinking is the
“Thinking” the mind-set that you use. You can apply the mind-set even without
using sophisticated tools. First expand the view of the problem/issue at hand
when framing it – expand the boundaries. Simple ways to explore is through the
art of questioning. (E.g. Ask the HOW, the WHO and the WHAT – exits, why does
it exist, how should it be and what can be done to get there etc.)
Let’s look at the Change v/s Consequences model
Systems thinking we may call a paradigm that shapes our
foundation of how we see the world. The assumptions and methods out of which we
build our theories. How things unfold over time!
Thus, helps us move into the “High leverage Zone” with few
unintended consequence and huge change in behaviour.
Systems thinking helps us explore questions like ‘How it
works?’ (How do conditions arise and change, what is accumulating, what are the
key conditions, what is the rate of change and in what direction the important
accumulations going etc.)
Feedback Loop
These questions further explore - if there are feedback
loops operating in the system and how they are impacting the system. Is there a feedback loop? Reinforcement loop?
Balancing loop (called negative or goal seeking loops are circles of cause and
effect)? A virtuous/ vicious cycle?
Feedback loops are a set of relationships that always
happening over and over again and generates behaviour that unfolds over time. The
feedback loops can cause different behaviours based on what the elements in the
cycle feeds. There can be delays before the affect plays out therefore delays
must be included otherwise it may be assumed that the affect may be immediate.
Using systems thinking you are trying that everyone sees the
same thing to paint a common picture using visuals and diagrams. Thus, one
needs to ask do we have the same picture of the issue or strategy. If not how
do we get to it? Is it clear or unambiguous is it rigorous. Using a scientific
approach continually Presenting, Testing and improving the picture. You know
you’ve done it well when you know that the mental model of the issue is as
simple as possible. How can we make it as simple as possible but no simpler? If
the mental model is too complex how do I remove that complexity, are we able to
mentally simulate a shift?
Systems thinking requires us to possess a certain amount of
humility realizing that we may not know the reality in its totality. Thus,
easing out our discomfort towards the ambiguity and uncertainty of the unknown.
Systems thinking often involves moving from observing events
or data, to identifying patterns of behaviour overtime, to surfacing the
underlying structures that drive those events and patterns. By understanding
and changing structures that are not serving us well (including our mental
models and perceptions), we can expand the choices available to us and create
more satisfying, long-term solutions to chronic problems.
In general, a systems thinking perspective requires
curiosity, clarity, compassion, choice, and courage. This approach includes the
willingness to see a situation more fully, to recognize that we are
interrelated, to acknowledge that there are often multiple interventions to a
problem, and to champion interventions that may not be popular (see “The
Systems Orientation: From Curiosity to Courage,”V5N9).
Concepts and Definitions
Systems – An
entity which maintains its existence through the mutual interaction of its
parts. A system is composed of at least two elements and a relation that holds
between them. (von Bertalanffy, 1976; Ackoff, 1971) Simply put a set of
interrelated parts that function as a whole to achieve a common purpose.
State – The
relevant properties, value, or characteristics of a system element or an entire
system.
Event – A change
in the state of the system or parts of a system.
Behaviour- A
system event which initiates other events.
Process – A
sequence of behaviours that constitutes a system and has a goal producing
function.
Systemic Approach –
A viewing and interpreting processes from a holistic view point and over time. (Angell,
1990)
Systemic environment
–a set of elements and their relevant properties that are not a part of the
system, but a change in any of which can produce a change in the system.
Closed system – A
self-contained system that is not influenced by elements outside of the system.
The system does not have to interact with the environment or another system to
exist. (Ackoff, 1971; Senge, 1990)
Open system – A
system that is influenced by elements outside of its boundaries. An open system
exchanges information, energy or material with its environment. (Ackoff, 1971;
Kast & Rosenzweig, 1972; Senge, 1990)
Dynamic system –
A system whose structural state changes over time. Dynamic systems can be
either open or closed.
Reinforcing Process
– A relationship where an action produces a result that influences more of the
same action, resulting in an outcome of growth or decline. (Anderson and
John-son, 1997)
Generative learning
– The process of leveraging and customizing existing information to suit
individual user's needs and generate new knowledge. It enables innovative
rather than reactionary approaches to new problems. (Senge, 1990; Wit-trock
(1990, 1992))
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