WA Equal Justice Community Leadership Academy Retreat 1 Intro to Systems and Strategic Thinking

Define what systems thinking is and why important Utilize basic systems thinking tools Apply systems thinking to your own work Session objectives

A process of looking at underlying structures, cause and effect relationships, and interdependencies among various parts of a whole with the goal of developing effective, feasible solutions that address underlying causes of problems. Systems & Strategic Thinking

System definition sys·tem noun \ ˈ sis-təm\ a group of related parts that move or work together 1: a regularly interacting or interdependent group of items forming a unified whole

Examples of Systems

Cats of Borneo

Cats of Borneo – Key Teaching Points Cats of Borneo – Key Lessons

A Common Systems Problem Intake is down Increase outreach More client contact Increased intake Not enough staff Close or reduce intake Community perceives LS not helpful

Understanding systems Intake System

Understanding systems Intake System Number of Staff Office culture Office hours & location Language access Staff training Phone systems

Complexities Because of their complexity, systems can be difficult to understand We need tools to unpack them to “see” what’s going on Some visual metaphors can help us …

Iceberg

Dominoes

Additional Definitions System Interconnected set of elements that is coherently organized to achieve a purpose Systems thinking The ability to understand these interconnections in such a way as to achieve a desired purpose Elements or players True purpose of system Interactions between them

Typical v. Systems view Typical viewSystems view Focus on symptomsFocus on root causes Problems viewed as independentSee cause and effect relationships Short term focusBalance short & long-term views Fix symptom and perception is problem is solved Enables you to work on higher leverage solutions that involve redesigning the system Clear actions, department by departmentRequires cross-functional coordination to address issue Focus on partsDeals with whole

Analyzing the root causes: 5 whys why Because ….. Why? why Because …. Why? why Because …. Why? why Because …. Why? Why Because …Why?

Iceberg Model Events Waterline Trends & Patterns Tangible Structures Intangible Structures – Mental Models Structures REACT ANTICIPATE DESIGN

Intangible Structures: mental models – addressing intake issues IT staff Management staff Existing clients Intake staff. Funders Potential clients Case handlers

Iceberg Model - Purpose Events Waterline Trends & Patterns Tangible Structures Intangible Structures – Mental Models DESIGNStructures REACT ANTICIPATE Purpose

Flipping the Iceberg Events Trends & Patterns Tangible Structures Intangible Structures – Mental Models Structures Purpose Patterns & Trends Events

Why use systems thinking? To put things into context and address problems holistically (e.g. situational, relational, historical) To reveal power arrangements, rules and norms To identify interconnections To surface root causes and contributing factors To identify leverage points To generate strategic options for intervention

Fundamental Systems Thinking Steps What is the current situation? What happened and what's been happening? Why is the current situation the way it is? How can we improve the performance of this system? why Why why Why

Changing Systems Systems are transformed by finding leverage points that can induce and reinforce ongoing change An action in one area can affect all other areas. Systems are designed to be self-perpetuating. Actions and gains are followed by reactions and retrenchments.

Selecting Strategies for Changing Systems Conduct a systems analysis to identify what structures are operating at different levels and to surface root causes Generate options where and when you can leverage change and make transformative impacts. Weigh the options, then choose a focused strategic intervention or initiative.