Presentation on theme: "Systems Thinking Part 2 Louis Rowitz, PhD"— Presentation transcript:
1 Systems Thinking Part 2 Louis Rowitz, PhD Director Mid-America Regional Public Health Leadership Institute
2 Systems thinking creates a new language for communicating about complexities and interdependencies.
3 Systems thinking language is circular rather then linear, focusing on closed interdependencies. XZPolicy DevelopmentAssessmentAssurance=
4 Systems thinkers use visual language in diagram from which is a powerful means of communication because it distills the essence of a problem into a format that can be easily remembered.
5 Within the framework of systems thinking, “us” and “them” are part of the same system and thus responsible for both the problems and their solutions.
6 Levels of Understanding Action ModeTime OrientationTypical QuestionsShared VisionGenerativeFutureWhat are the stated or unstated visions that generate the structures?CreativeWhat are the mental or organizational structures that create the patterns?Systemic StructureAdaptiveWhat kinds of trends or patterns of events seem to be recurring?Patterns of EventsReactivePresentEventsWhat is the fastest way to react to this event NOW?
7 Four Systems Thinking Tools Brainstorming ToolsDynamic Thinking ToolsStructural Thinking ToolsComputer-Based Tools
8 Reinforcing and balancing loops are the building blocks of complex social systems. Reinforcing loop produces growth and decay – compound change in one direction with even more changeBalancing loop generate the realities associated with change- factors that resist further increases in a given direction
15 Guidelines to Causal Loops Select a clear themeDetermination of time dimensionBehavior over time chartsSet boundaries around the themeLevel of aggregation-patterns of eventsSignificant delay factors
16 Causal Loop Stress B1 R2 Health Productivity Alcohol Use R= ReinforcingB= BalancingStressAlcohol UseB1R2ProductivityHealth
17 System Archetype Aid in the Recognition of common system behavior Drifting GoalsEscalationFixes that FailGrowth and UnderinvestmentLimits to SuccessShifting the BurdenSuccess to be SuccessfulTragedy of the Commons
18 Drifting Goals B2 B1 o Goal Pressure to Lower Goal s s Gap o s ActualB1CorrectiveActionDelays
19 Drifting Goals B2 B1 _______ _______ ______ o ________ s s ______ o s __________Delays
20 Quality of A’s Position EscalationThreatto BA’s ResultB’s ResultQuality of A’s PositionRelative to B’sActivityby Ato AB2B1soby B
21 Quality of A’s Position EscalationThreatto B________A’s ResultB’s ResultQuality of A’s PositionRelative to B’s___________Activityby A______to A_________B2B1soby B
22 Fixes that Fail B1 R2 Fix Problem Symptom Unintended Consequence Delay