Systems Thinking Approach

THE SYSTEMS THINKING APPROACHSM System: A System is a set of components that work together for the overall objectives of the whole (output). CONCEPT #1 Seven Levels of Living/Open Systems Hierarchy

CONCEPT #2 12 Natural Laws of Living Systems on Earth

Levels of Thinking

1. Cell

“Problems that are created by our current level of thinking can't be solved by that same level of thinking.”

2. Organ 3. Organism/Individual 4. Group/Team/Family 5. Organization 6. Community/Society

—Albert Einstein

Usual Organizational Focus

7. Supranational System/Earth

Six Rings of Focus #6 Community/Society #5A Organization-Environment #5 Total Organization #4A Between Departments #4 Workteams SS #3A INE One-to-One AD

RE

#3 Self

Best Practices

vs.

Traditional Human Dynamics

I. THE WHOLE SYSTEM: "The whole is greater than the sum of its parts." 1.

Wholism–Overall broader perspectives, Ends/Purpose-Focused, Synergy

1.

Parts Focused-Suboptimal Results, Narrower views, Means

2. Open Systems–To the Environment, Regular scanning, "Outside-in", Implications Clear

2. Closed Systems–Low Environmental Scanning or concern, Parts focused

3. Boundaries–Clarity of system, Integrated, Fit, Collaborative, Complementary

3. Fragmented/Inflexible–Turf Battles, Voids, Overlaps, Duplication

4. Input/Output–How Natural Systems Operate, "Backwards Thinking"

4. Sequential–Linear, Mechanistic, Piecemeal/Analytic, Forecasts

5. Feedback–On Effectiveness, Results, "Feedback is a gift", Encourage it.

5. Low Feedback–Financial Only, Fear, Defensiveness, Lack of measures

6. Multiple Outcomes–Goal seeking at all levels (WIIFM)-"What's In It For Me"

6. Conflict–Artificial "Either/Or" Thinking "Yes, but", One result only

II. THE INNER WORKINGS: Synergy, integration, relationships and interdependence Environment includes: • other people/groups • other organizations • customer/competitors • society/community • regions/earth Increased Readiness: • complexity/chaos • readiness/willingness • skills/competencies growth Note: Rings 3–4–5 are 3 of the “7 Levels of Living Systems” Rings 3A–4A–5A are “Collisions of Systems” with other systems

7. Equifinality–Flexible and Adaptive, Empower the means, More than one way to do it

7. Direct Cause-Effect–1 Best Way, Quick fix fails, Activity focused

8. Entropy–Follow-up/Inputs of Energy, Renewal, "Booster shots" needed

8. Natural Decline–Obsolescence, Rigidity and Death Energy/Renewal

9. Hierarchy–Flatter Organization/Self Organizing, Productive order emerges

9. Bureaucracy–Command and Control, Policy paramount, Centralize decisions

10. Relationships-Related Parts–Patterns, Webs, 10. Interdependence and Leverage, Fit

Separate Parts–Components, Silos, Individualism, Parts are primary

11. Dynamic Equilibrium–Maintain Stability and 11. Balance/Culture, Self-regulating, (disequilibrium on the edge)

Resistance to Change–Myopic View/ Ruts, Habits, Root causes delayed in time and space.

12. Internal Elaboration–Details and Sophistication, Clarity and Simplicity

12.

Complexity–and Confusion/chaos; chaos

• In Systems Thinking, the whole is primary, and the parts are secondary. • In Analytic Thinking, the parts are primary, and the whole is secondary.

THE SYSTEMS THINKING APPROACHSM Systems Thinking...is finding patterns and relationships, and learning to reinforce or change these patterns to fulfill your vision and mission.

CONCEPT #3 A-B-C-D-E Systems Model

CONCEPT #4 The Natural Cycles of Life

“A New Orientation to Life” C. Inputs

TODAY

“Rollercoaster of ChangeSM”

A. Outputs D. Throughputs

“THE SYSTEM”

Current State B. Feedback E. Current Environment

Achieve Your Vision

FUTURE

FEEDBACK LOOP

E. Future Environment

#1 Shock/Denial (Complexity)

#4 Rebuilding (Simplicity)

Throughout: • Articulate the vision • Provide rewards Led• Set up Change Optional structures

LossA Given

STAKEHOLDERS

A

Five Questions: “Backwards Thinking”

#2 Depression/Anger (Chaos)

#3 Hope/Acceptance (Systems View)

Where do we want to be? (i.e., our ends, outcomes, purposes, goals, destination, vision)

Acknowledge Through: • Listening • Empathizing • Explaining Why

Readjustment Through: • Participation/Involvement • Showing WIIFM • Learning/Integration

B

How will we know when we get there? (i.e., the customers' needs connected to a quantifiable feedback system)

C

Where are we now? (i.e., today's issues and problems)

D

How do we get there? (i.e., close the gap from Cè A in a complete and holistic way)

E

Ongoing: What will/may change in the future environment?

Why Thinking Matters

“How you think ... is how you act ... is how you are.” Adapted from General Systems Theory and Haines Associates 1978. Based on 1984, 1995, and 2001 literature searches and ongoing client feedback. The Centre has offices across the USA • Canada • Globally

“Hang-In” Point (Persevere)

Major Questions 1. 2. 3. 4. 5. 6.

How deep is the trough? How long? Will we get up the right side and rebuild? Are there other changes occurring? Will we hang-in and persevere? How to deal with normal resistance? How to create a critical mass for change?

Major Uses 1. 2. 3. 4. 5. 6.

Personal transitions/Learning Interpersonal relationships Coaching Conflict management Team effectiveness Overall Change Management

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