Systemic Perspective Necessary and Sufficient Activities
Typical Approach Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky
Systemic Approach Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky
Systemic Perspective Situation Patterns of Behavior Network of Interactions Stakeholder Perspectives Establish a Boundary Challenge Assumptions Leverage Points
Series Videos Elaborate on each activity Develop understanding Example systemic perspective For a specific situation Guide for skills development
Systemic Perspective Situation
Situation / System Dilemma Results from multiple interactions Interactions connect with experience Provides context for relevance Frame description for guidance
Situation (cont…) Perspectives vary Frame purpose of investigation Frame description for communication
Magic Connections Rapidly growing & needing resources Support hiring and training resources Other organizations raiding resources Support struggling to maintain readiness
Systemic Perspective Patterns of Behavior
Situation may appears as an event Describe relevant changes over time Consider a relevant time frame Plotting graphs is great Freehand frequently is useful
Recurring Patterns
Magic Connections
Systemic Perspective Network of Interactions
Reality is complex Models simplify & promote learning Situation – relevant vs connected All models are wrong, some models are useful! Useful models promote learning
Types of Models Qualitative - view interactions Causal Loop Diagram Quantitative – used in simulations Stock & Flow Diagram Develop a model with communication in mind
Causal Loop Diagram
Stock & Flow Diagram
Magic Connections Model
Systemic Perspective Stakeholder Perspectives
Who influences and who is influenced Stakeholders may have different perspectives Collaborative iterations valuable What’s applicable depends on complexity and coherence
Jackson’s Framework Systems Simple – few, stable, highly structured Complex – numerous, loosely structured Participants Unitary – similar values and beliefs Pluralist – compatible interests Coercive – few common interests
Systems Methodologies Jackson 2003
Magic Connections Customers Corporate Leadership Support Management Non-Support Management Pluralist and simple in this context
Systemic Perspective Establish a Boundary
Boundary Identify regions of responsibility Aligned to stakeholders May be multiple boundaries For the relevant stakeholder Inside the boundary is “the System” Outside boundary is “the Environment”
Early Hospital Discharge
Magic Connections
Systemic Perspective Challenge Assumptions
Decisions based on assumptions Mental models based on experience Surface and challenge Potential invalid assumption
Mental Models
Magic Connections
Systemic Perspective Leverage Points
Constants, parameters, numbers Buffers, stabilizing stocks Structure of stocks & flows Length of delays relative to change Negative feedback loop strength Positive feedback loop gain
Leverage Points (con’t) Structure of information flow Rues of the system Power to change or evolve structure Goal of the system Mindset of the system Transcend paradigms
Magic Connections Consider the model Possible leverage points Develop a strategy for action Implement the strategy Monitor progress
Magic Connections Strategy
Alternatives Policy for no resource raiding Migrate to self-service support Engineer support requirements out of the products Expand Support’s responsibility The best answer is…
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