Applying Systems Thinking and
Common Archetypes to Organizational Issues
Getting Started
Course Summary
Module 1 - Why the Systems View?
Module 2 - Organizational Learning and Systems Thinking Framework
Module 4 - Planning Interventions
Module 5 - Mental Models and Productive Conversation
Module 7 - The Steps in Systems Thinking
Module 8 - Systems Thinking on the Job
Module 1 - Why the Systems View?
We all recognize the value of looking at the bigger picture and addressing causes of problems rather than simply lessening the symptoms. However we also realize that we often settle for a "quick fix" and hope that it will provide a solution - at least until our replacement arrives!
In this module, we will share the real example of Acme Inc. The managers at Acme have a problem, and they begin with a typical view about the action they should take to fix it. When they take "A Systems View," they find that their perspective changes on what they should do.
We will use the case of Acme Inc. to provide a hands-on introduction to Systems Thinking as a language and skill set. You will be asked to compare and contrast these two approaches and identify the cases where a systems view would add value.
Module 2 -
Organizational Learning and Systems Thinking Framework
Systems Thinking is one of the disciplines practiced by learning vision-driven organizations.Two conceptual models are presented in this module: a framework for organizational learning and the basic steps of Systems Thinking.
The framework for organizational learning begins with the premise that learning is driven by a discrepancy between vision and current reality (or creative tension). Establishing and maintaining creative tension is an outcome of the disciplines of shared visioning, personal mastery, mental modeling, team learning, and Systems Thinking. Learning organizations stress these disciplines in their practice in contrast to being crisis-driven and internally competitive with a short-term, functional orientation to problems.
Systems Thinking makes it possible to achieve critical results when problems are chronic and resist traditional approaches. The steps of Systems Thinking enhance teamwork by actively engaging those with diverse points of view in a process of inquiring into the nature and structural causes of the situation or problem we are facing. These steps were introduced in Module 1; they are put into practice here and are further developed in Module 7, integrating all the tools covered in the program. The iceberg image provides a reminder about these basic steps as we go from the tip of the iceberg to deeper levels of understanding about our problems. With this appreciation for the structure "beneath the surface," we can craft more effective and high-leverage intervention strategies to improve system performance.
"Systems Language" gives you the building blocks you need to create feedback loop diagrams. This language and the visual notation of Systems Thinking enable you to precisely communicate with others about the structures you infer are underlying complex problems. By coming to a common appreciation for the structures at play, teams, organizations, and communities can develop high leverage strategies to address the causes rather than the symptoms of these problems.
Beyond problem solving, these tools can also help you to "map out" the structures that are most likely critical to success in meeting certain objectives in the future, or to anticipate possible unintended consequences to well-intentioned strategies.
This module covers the components of a feedback loop diagram, the two basic types of feedback processes, and the techniques for combining feedback loops to diagram more complex situations.
Module 4 -
Planning Interventions
The Systems Thinking process generates new solutions or action strategies based on better understanding of the structures affecting performance. It is possible to use Systems Thinking to inform strategic planning, but in this module we will focus on the class of cases that are problem-solving opportunities.
The process of planning interventions is divided into two basic sections in this module. In the first section, we'll review the Going Deeper Questions™. These questions are designed to prepare the way for identifying specific interventions by considering:
- The purpose of the system: What results do we want it to achieve compared to those it seems designed to achieve?
- The predominant mental models: How does the thinking of decision makers perpetuate or precipitate actions that lead to problems?
- Our personal responsibility: What do we think or do that allows the situation to continue?
- The views of others: What would others say is the problem? The cause? The potential risks? Appropriate interventions?
In answering these questions, we develop a deeper appreciation for the less tangible structure affecting the situation and for the many things that are within our control to change.
With this information, we are better prepared to design and implement interventions. This process has four components:
- Identifying desired results: How will we know the intervention is successful? What results are produced?
- Generating possible interventions: What interventions have already been suggested? What are others that we suspect will be proposed? From a systems point of view, where should we try to intervene?
- Evaluating proposed interventions: We can test each intervention (or set of interventions) for likely effectiveness and possible unintended consequences.
- Testing actual interventions:
Sometimes the best way to test our hypotheses about the nature of the problem
is to intervene. While we might hope to solve the problem, the intervention is
also an experiment to see if the system responds in the way we expect. We can
then use this information to repeat the steps in Systems Thinking and further
refine our strategies.
Module 5 -
Mental Models and Productive Conversation
Mental Models are the beliefs, assumptions, and internal conversations we have about every aspect of ourselves, others, situations and life. They are usually unconscious, and yet they have a powerful effect on our behavior. Systems Thinking is most effective when integrated with the discipline of conscious Mental Modeling. The tools for working with mental models are translated into protocols for productive conversation.
This module presents four sections that look at practical ways to work with mental modeling operating in our systems and conversations:
- The characteristics of mental models
- The reinforcing structure of mental models (i.e., we tend to find evidence to support or defend our beliefs)
- Tools for working with mental models
- Protocols for productive conversation
Mental models are usually embedded in reinforcing structures: our mental models influence our actions, our actions determine results, and results reinforce our beliefs. In extreme cases, it is more satisfying to be right about our beliefs than to have better results that are inconsistent with our beliefs. "I told you so" situations are good examples of incidents where results confirm our beliefs. This structure is called a "defensive routine;" when they remain implicit, defensive routines tend to limit Systems Thinking and organizational learning.
A few simple tools: the ladder of inference, left-hand column cases, and balancing advocacy and inquiry in communication can help us to identify these mental models, understand their impact on performance and the quality of our working relationships, and to change them as needed.
The "Systems Archetypes" module introduces you to nine system structures that occur frequently and have been researched over a period of years.
Five archetypes are presented in depth. Three are the most common, basic stories and two others are likely to be relevant in your work environment. These are:
- Fixes that Backfire
- Shifting the Burden
- Limits to Success
- Tragedy of the Commons
- Accidental Adversaries
The other four archetypes build on the basic stories and occur somewhat less frequently. They are:
- Escalation
- Success to the Successful
- Drifting Goals
- Growth and Underinvestment
A careful study of these archetypes will allow you take shortcuts in diagnosing the structures underlying situations of interest to you. Each archetype consists of a classic story and a feedback loop template where you can insert the specifics of your situation. The exercise of considering a specific archetype in terms of your own situation can yield important insights into the structure you would like to change.
The module also contains a set of guidelines for using the archetypes to understand structures, present them to others, and consider possible interventions.
Module 7 - The
Steps in Systems Thinking
The steps in Systems Thinking follow the framework associated with the iceberg image. At the simplest level, we want to describe the events, patterns, and structure associated with the problem or issue.
EVENTS: What happened?
PATTERNS: What's been happening?
STRUCTURE: Why has this been happening? How can we explain the system's resistance to change? What are the implications for how we can intervene more effectively to create the results we want?
Each step in Systems Thinking is described and illustrated in this module. We'll link the diagnostic process of describing the structure underlying the issue or problem to the process of crafting intervention strategies, implementing them, and using the results as further information to understand how the system is "wired together." Then you'll practice using the tools introduced in the course to understand the structure of a problem or opportunity.
Module 8 -
Systems Thinking on the Job
In this module, we review ways you can integrate Systems Thinking more directly into your work and continue to develop your competency in communicating systemically and coaching others.
There are three basic Systems Thinking competencies:
- Mastering the analytical tools (iceberg, causal loop diagrams, and archetypes).
- Communicating in ways that encourage and express systemic understanding of issues.
- Coaching others in the use of
tools and in communicating systemically about their issues.
In this course, we have focused on the first competency, with illustrations of how you can communicate and coach others to develop more insight about how to improve system performance. Here, in Systems Thinking on the Job, you'll review practiced pointers in applying the concepts and tools presented.
The Systems Thinking Principles (also known as the Laws of the Fifth Discipline) are reminders about the characteristics of complex systems and the implications for working within them. These may serve as a shorthand for you to communicate with your team about how to best approach certain types of situations.
As you continue applying Systems Thinking, remember that the greatest value of the tools presented is in the process of using them with others. Systems Thinking tools provide great insight and there's a temptation to transfer them to an analyst and sit in your office awaiting answers. Resist this temptation! Look for situations where people with diverse viewpoints can work together to focus on defining issues and testing solutions. Think of Systems Thinking as a resource for clarifying options and their implications; for understanding the impact of structure on behavior and the changes we are proposing to that structure.