Why is systems thinking a crucial tool !

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))