1. Systems Thinking drawing causal loop diagrams to effect change Marc Evers – Piecemeal Growth www.piecemealgrowth.net Willem van den Ende – Living Software www.willemvandenende.com

2. complex systems

3. linear cause-effect thinking is not sufficient

4. need a different way of thinking & seeing

5. the whole interrelations

6. self-reinforcing and balancing loops nonlinearity

7. firefighting tackle root causes

8. let's play...

11. perceived competencenew balls thrown in balls in air + + +

12. perceived competencenew balls thrown in balls in air + + + - avg time to catch % unsuccessful catches balls dropped - + -

13. - avg time to catch % unsuccessful catches balls dropped - + - perceived competencenew balls thrown in balls in air + + + balls on the floor people chasing balls people catching + + - +

15. water temperature + desired temperature difference warm water supply + + - delay variable causal relation (same) causal relation (opposite) loop (balancing) diagram of effects aka causal loop diagram

16. B A + B A - B A S B A O B A B A same effectopposite effect B A management decision

17. creating a diagram 1. tell the story – ask questions, determine scope and focus question 2. collect variables – observable or measurable – behaviour over time 3. determine cause effect relations 4. look for loops – reinforcing, stabilizing 5. simplify – 7 ± 2 variables - remove unrelated variables – split up the diagram 6. identify possible interventions

18. background systems theory cybernetics system dynamics organizational learning

19. Peter M. Senge The Fifth Discipline Gerald M. Weinberg Quality Software Management

20. Linda Booth Sweeney Dennis Meadows Systems Thinking Playbook

21. systems thinking in context

22. questions