Presentation on theme: "Systems Thinking Part 2 Louis Rowitz, PhD Director Mid-America Regional Public Health Leadership Institute."— Presentation transcript:
Systems Thinking Part 2 Louis Rowitz, PhD Director Mid-America Regional Public Health Leadership Institute
Systems thinking creates a new language for communicating about complexities and interdependencies.
Systems thinking language is circular rather then linear, focusing on closed interdependencies. Y X Z = Policy Development Assessment Assurance
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.
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.
Levels of Understanding Action Mode Time Orientation Typical Questions Shared Vision Systemic Structure Patterns of Events Events Generative Creative Adaptive Reactive Future Present What are the stated or unstated visions that generate the structures? What are the mental or organizational structures that create the patterns? What kinds of trends or patterns of events seem to be recurring? What is the fastest way to react to this event NOW?
Four Systems Thinking Tools Brainstorming Tools Dynamic Thinking Tools Structural Thinking Tools Computer-Based Tools
Reinforcing and balancing loops are the building blocks of complex social systems.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 changeReinforcing loop produces growth and decay – compound change in one direction with even more change Balancing loop generate the realities associated with change- factors that resist further increases in a given directionBalancing loop generate the realities associated with change- factors that resist further increases in a given direction
The Double Q Diagram Qualitative and Quantitative The Issue Hard Factors (Quantitative) Soft Factors (Qualitative) Visual Map of the Key Factor Related to an Issue
Dynamic Thinking Tools Dynamic relationships between variables Behavior Over Time Causal Loops Systems Archetypes
Behavior Over Time Performance Level Time A B
Example Performance Level Time Supportive Behavior Unsupportive Behavior Behavior Over Time
Causal Loop R= Reinforcing B= Balancing B R B C A
Guidelines to Causal Loops 1)Select a clear theme 2)Determination of time dimension 3)Behavior over time charts 4)Set boundaries around the theme 5)Level of aggregation-patterns of events 6)Significant delay factors
Causal Loop R= Reinforcing B= Balancing Stress R2R2 B1B1 Alcohol Use Health Productivity
System Archetype Aid in the Recognition of common system behavior Drifting Goals Escalation Fixes that Fail Growth and Underinvestment Limits to Success Shifting the Burden Success to be Successful Tragedy of the Commons
Drifting Goals Goal Pressure to Lower Goal Gap Actual Corrective Action B2B2 B1B1 Delay s s s s o o
Drifting Goals ______ ________ ______ _________________ B 2 _______ B 1 _______ Delay s s s s o o
Escalation Threat to B A’s ResultB’s Result Quality of A’s Position Relative to B’s Activity by A Threat to A B2B2 B1B1 s s s s o o Activity by B s s
Escalation Threat to B ________ A’s Result ________ B’s Result ________ Quality of A’s Position Relative to B’s ___________ Activity by A ______ Threat to A _________ B2B2 B1B1 s s s s o o Activity by B ________ s s
Fixes that Fail Fix Unintended Consequence Problem Symptom B1B1 s s o s R2R2 Delay
Fixes that Fail Fix _________ Unintended Consequence __________ Problem Symptom ________ B 1 ______ s s o s R 2 ______ Delay
Growth and Underinvestment B3B3 B2B2 s s s so s s s R1R1 Demand Performance Growth Effort Performance Standard Perceived Need to Invest Investment in Capacity Capacity Delay o
Growth and Underinvestment B 3 __________ B 2 __________ s s s so s s s R 1 ________ Demand __________ Performance Standard __________ Investment in Capacity __________ Delay o
Limits to Success Efforts Limiting Action Performance Constraint B2B2 R1R1 s s s s o
Limits to Success __________ B 2 __________ R 1 __________ s s s s o
Shifting the Burden/Addiction Symptomatic Solution Fundamental Solution Problem Symptom Side-Effect B2B2 B1B1 s s s s o o o R3R3 Delay
Shifting the Burden/Addiction Symptomatic Solution __________ Fundamental Solution __________ Problem Symptom __________ Side-Effect __________ B 2 __________ B 1 __________ s s s s o o o R 3 __________ Delay
Success to the Successful Resources to B Allocation to A Instead of B Success of A Resources to A R2R2 R1R1 s s s s o Success of B s o
Success to the Successful Resources to B __________ Allocation to A Instead of B __________ Success of A __________ Resources to A __________ R 2 __________ R 1 __________ s s s s o Success of B __________ s o
Total Activity Tragedy of Commons Net Gains for A B’s Activity A’s Activity Gain per Individual Activity R2R2 R1R1 s s s s o o R3R3 Net Gains for B Resource Limit Delay s R4R4 s s s o B5B5 B6B6 s
Total Activity __________ Tragedy of Commons Net Gains for A __________ B’s Activity __________ A’s Activity __________ Gain per Individual Activity __________ R 2 __________ R 1 __________ s s s s o o R3R3 Net Gains for B __________ Resource Limit __________ Delay s R4____ s s s o B 5 __________ B 6 __________ s