1. Module VI Understanding Systems System Behavior

2. Learning Objectives System Behavior and Structure – Why we should care – What system structure is – Strategies to identify system structure

3. Events-oriented view of the world Source: Sterman, J. D. (2000). Business dynamics: systems thinking and modeling for a complex world (Vol. 19). Boston: Irwin/McGraw-Hill.

4. Pattern-oriented view of the world Source: Sterman, J. D. (2000). Business dynamics: systems thinking and modeling for a complex world (Vol. 19). Boston: Irwin/McGraw-Hill.

5. More structural view of the world… Source: Adapted from Sterman, J. D. (2000). Business dynamics: systems thinking and modeling for a complex world (Vol. 19). Boston: Irwin/McGraw-Hill.

6. Systems view of the world… Source: Adapted from Sterman, J. D. (2000). Business dynamics: systems thinking and modeling for a complex world (Vol. 19). Boston: Irwin/McGraw-Hill.

7. The Beehive Metaphor Event Pattern System

8. The Beehive Metaphor What could an individual do differently? What could the organization do differently? How can we better understand the changes we’ve made?

9. System Structure System structure is not readily visible Information is essential to identifying system structure Successful change requires system-level understanding System structure influences behavior

10. System Structure System structure is not readily visible Information is essential to identifying system structure Successful change requires system-level understanding System structure influences behavior

11. How We See Systems Mental Models: Our beliefs about system structure may or may not reflect true system structure. Act Observe Revise Model

12. Mental Models: Language The power of language in shaping mental models: “Pilot” was only supported for a short term trial VS “Project” implied beginning work that would be sustained

13. Mental Models

14. “Information is power” “Teens should abstain from sex” “Better health technology is the path to a healthy society” “Data are the foundation of performance improvement” “Promote safe, protected sexual activity” “Prevention is the path to a healthy society”

15. System Structure System structure is not readily visible Information is essential to identifying system structure Successful change requires system-level understanding System structure influences behavior

16. Child Fatality Reviews Child fatality reviews are one example of how system structure cannot be identified without information Data on child fatalities are collected from multiple sources and reviewed by experts from multiple disciplines By dedicating a group of people to review shared data on child fatalities over time, we allow them to develop a memory of system behavior, and to uncover system structure

17. Mental Models Focus: Events Actions Focus: Patterns Actions Focus: System Structure Actions Investigate child fatalities, one at a time. After investigation is complete, determine any “fault” and take appropriate action. Investigate patterns in child fatalities over time. If we see a “cluster of events” or increasing trend linked to a certain neighborhood, institution, or race/ethnic group we will figure out how to minimize risk moving forward. Look for patterns, and attempt to understand events from a systems thinking perspective. With a much deeper understanding of what underlies avoidable child fatalities, we can bring community stakeholders together to address causes and prevent future events efficiently.

18. System Structure System structure is not readily visible Information is essential to identifying systemic structure Successful change requires system-level understanding System structure influences behavior

19. Going Below the Waterline Recognize the power of language Surface and reframe mental models within and outside your organization Recognize the impact of past events on current circumstances Reduce silos Build communication mechanisms across organization compartments (and outside our organization!) Make information widely available Present data in graphs to identify trends and patterns Remember that systems never stop behaving, and ripple effects matter!

20. System Structure System structure is not readily visible Information is essential to identifying system structure Successful change requires system-level understanding System structure influences behavior

21. Structure and Behavior 21

22. Building Blocks Variables Causal Links/Arrows Signs 22

23. Feedback Loops

24. System Archetypes Limits to Growth Success to the Successful Fixes that Fail Shifting the Burden

25. Limits to Growth A system is increasing consistently Then suddenly stops growing and might even crash An unforeseen limiting factor finally reigned in the growth; unless the limiting factor is removed the system will not grow past that peak

26. 26 Limits to Growth

27. Success to the Successful Two or more organizations/methods/agents are competing for a limited resource (like funding or time) The allocation of that resource is based on past successes But success is only possible if you have resources Whichever organization initially succeeds will have more and more resources allocated to it

28. Success to the Successful Source: Michael R Goodman. "Applying Systems Thinking and Common Archetypes to Organizational Issues”. www.iseesystems.com/Online_training www.iseesystems.com/Online_training

29. Fixes that Fail Quick-fix solution is applied to a problem Resolves the problem in the short term Unintended consequences of the quick fix make the problem worse in the long term

30. Intersecting Loops

31. The Fix that Fails… 31

32. Shifting the Burden Choice between solving a problem by treating the symptoms or applying a fundamental solution (i.e. root cause) Symptomatic relief of the problem reduces pressure to apply a fundamental solution Over time, side effects of the symptomatic solution undermines the ability to apply the fundamental solution

33. Shifting the Burden

34. Lessons Learned Break the cycle Anticipate and prepare for delayed consequences Anticipate and manage possible unintended consequences elsewhere in the system

35. Learning Objectives System Structure – Why we should care – What system structure is – Strategies to identify system structure Common and important system structure – Diagramming system structure using causal loop diagrams – Foundational cycles – System archetypes – Using causal loop diagrams to improve quality