Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather.

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Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static 'snapshots.' Peter Senge © 2013 University of Notre Dame. All rights reserved. This PowerPoint presentation may not be duplicated, distributed or excerpted without the University’s advance written consent.

 Why does a system act the way it does? Understanding a system… …so you can assess its future? 2 © 2013 University of Notre Dame. All rights reserved.

1. Everything is interconnected, at least indirectly 2. Interaction can create unexpected or counterintuitive results 3. Complexity makes system behavior difficult to predict Understanding a system So you can assess its future… © 2013 University of Notre Dame. All rights reserved.

Control-Based Systems Agent-Based Systems © 2013 University of Notre Dame. All rights reserved.

Control-Based Systems Agent-Based Systems Closed Command and Control Rational, more predictable Direct causal relations Direct feedback Explanation & prediction Possibility of control (Cybernetic)(Complex-Adaptive) Open Grassroots Unpredictable No direct causality Reciprocal feedback Explanation but not prediction Surprising, creative, innovative © 2013 University of Notre Dame. All rights reserved.

1.“Tell the Story” of your system How do resources and value flow through the system? What forces are pressuring the system? Who has influence and what are their priorities? 2.Get the Level of Complexity Right You want a framework for thinking, not a perfect, all-inclusive model 3.Think Visually and Seek Cross-Impacts Visualize how the system works now and also how change will impact how it will work in the future Mapping The System © 2013 University of Notre Dame. All rights reserved.

 A rticulate System Boundaries  E stimate Stakeholder Influence  I llustrate a System Diagram  O utline Forces of Change  U tilize a Force Field Analysis © 2013 University of Notre Dame. All rights reserved.

Organizational Boundary Macroenvironment Boundary Operating Environment Boundary © 2013 University of Notre Dame. All rights reserved.

College Football ND Football Organized Athletics Organizational Boundary Macroenvironment Boundary Operating Environment Boundary © 2013 University of Notre Dame. All rights reserved.

Hi Interest Low Interest Hi Influence Low Influence Estimate Stakeholder Influence StakeholderPrimary Concerns / Objectives © 2013 University of Notre Dame. All rights reserved.

Hi Interest Low Interest Hi Influence Low Influence Estimate Stakeholder Influence Players Coaches Athl. Dir. Future Recruits Fans (Students) Media (NBC) NFL NCAA Sponsors OpponentsFans (Donors) BCS © 2013 University of Notre Dame. All rights reserved.

Players Coaches Opponents BCS Bowl Games Games Teaching Expectations Performance © 2013 University of Notre Dame. All rights reserved.

Players Coaches Opponents Univ of Notre Dame Athletic Dept. NCAA BCS Bowl Games Fans Students Alums Sports Media NFL Conferences System Diagram: Mapping Resource/Value Flows High School Players Recruiting Standards Discipline Visibility Glory Hiring Spirit/Home Field Adv $$$ Outrage Glory Stability Games Fan Base $$$ Rules/Enforcement Rules/Enf Rules/Enforcement Sponsors $$$ Endorse $$$ Career Path ? Career Path © 2013 University of Notre Dame. All rights reserved.

Drivers of Change Constraints of Change © 2013 University of Notre Dame. All rights reserved.

Drivers of Change BCS/Conference Realignments Program Success & Funding Attention to Safety Players (Concussions) Staff Media Visibility & Scrutiny 1.Social Media 2.Emerging Sports Media Tech. Innovations 1.Equipment 2.Training & Nutrition 3.Stadiums S.B. Economic Development Constraints of Change Academic Standards Weather / Location Turbulence in H.S. Education Teaching Outcomes Extracurr. Funding © 2013 University of Notre Dame. All rights reserved.

Force of Change Trajectory Impact on Status Quo  Identify  Prioritize  Continuous vs. Discont.  Emerging vs. Mature  Linear vs. Exponential  Limit? Assessing the Impact of Change © 2013 University of Notre Dame. All rights reserved.

Does the system for ND Football behave more like a Control-Based or Agent-Based system? Could this framework transition in the future? Control vs. Agent Based System?... © 2013 University of Notre Dame. All rights reserved.

 Systems Mapping Workshop  Class Preparation  Review discussion questions related to Mapping the System for your topic  MEET IN ALTERNATIVE CLASSROOM  Scanning Posts Due __________  Current Assessments Due __________ © 2013 University of Notre Dame. All rights reserved.