Presentation on theme: "Systems Thinking. 2 Systems thinking is an approach to analysis that is based on the belief that the component parts of a system will act differently."— Presentation transcript:
2 Systems thinking is an approach to analysis that is based on the belief that the component parts of a system will act differently when isolated from its environment or other parts of the system. Because the whole is greater than the sum of its parts, (the relationship between the parts is what should be under observation) any atomistic analysis, is considered reductionistic. Standing in contrast to Descartes's, and others', reductionism, it proposes to view systems in a holistic manner.analysiscomponentsystemenvironmentDescartes others'reductionism holistic
3 1)Process Principles Dialoguing as methodology to converse on high level 5/low level six; Seeking interrelations in order to understand rather than analysis; Understanding stories and assumptions – of the future, the status quo, business and HR as profession; Co-creation as pre-requisite; Thought leadership and the value of shared understanding; Understanding the systemic value of translating strategy rather than treating strategy as a once off event; Overarching Group HR strategy; Focused dialogue with 2 – 5 years time frame; and Inclusivity – importance of unleashing all the voices.
4 2)The Dialogue Challenge “We are all connected and operate within living fields of thought and perception. The world is not fixed but in constant flux; accordingly, the future is not fixed, and so can be shaped Humans possess significant tacit knowledge – we know more than we can say The question to be resolved : how to remove the blocks and tap into that knowledge in order to create the kind of future we all want?” David Bohm, On Dialogue
5 Example Desired Climate Respect Reward Level of Leadership Trust Build a causal loop explaining The issues in your department
6 Example Desired Climate Respect Reward Level of Leadership Trust Motivation Energy Labour turnover
7 Example Desired Climate Respect Reward Level of Leadership Trust Motivation Energy Labour turnover Level of Competence Empowerment given
8 Example Desired Climate Respect Reward Quality of Leadership Trust Motivation Energy Labour turnover Level of Competence Empowerment given Desired Business Results Profit
9 Level of user satisfaction Acceptability of info to users Accessibility of system Time required to solve problems Cost of delivery Clarity and understanding of user requirements Effectiveness of work practice Quality of system: Timeous Availability Integrity Availability of system Availability of documentation Degree of pro-active planning Trust in the system Client’s perception of cost Buy in Demand for service Amount of budget available Number of resources required Investment in machinery (hardware/ network) Investment in office infrastructure Level of skills Competence level of users and tech. Management’s perception of system User attitude Number of resources available Interaction between role-players Alignment of goals / strategy Number of change requests Retention and morale Resources for infrastructure SS S S S S S S S S S S O S S S S S S S S S S S S S OO S S S S O S O S O S
10 Emergence in Nature
11 Self Organising
12 Systems Archetypes Do you keep grappling with the same stubborn problems in your organization? If so, perhaps there's a systems archetype lurking in the background. Systems archetypes are a class of systems thinking tools that capture common challenges that occur in all kinds of industries and organizations. The archetypes themselves consist of causal loop diagrams depicting typical and problematic systemic structures. From "Fixes That Fail" (in which your "solutions" seem to backfire) to "Tragedy of the Commons" (in which people "overgraze" a limited resource, such as admin support), the archetypes give you an inside look at these structures and reveal high-leverage actions you can take to manage them.causal loop diagrams Besides "Fixes That Fail" and "Tragedy of the Commons," the systems archetypes include: "Drifting Goals," "Limits to Success," "Growth and Underinvestment," "Escalation," "Success to the Successful," and "Shifting the Burden."