1. Systems Thinking, Rich Mapping and Conceptual Models

5. What is a system? Collection of “stuff” Dynamic, complex, interdependent relationships Can't be decomposed into linear processes Can't be separated from the environment or context in which they occur Feedback

6. What are systems? Economies Ecosystems Organizations Markets Projects Social Networks

7. Leverage Points Small changes  big effects Leverage Points Access to information Incentives Delays

8. Do Systems Matter? GM closes plant in Fremont, California (1982) Worst quality record Worst labour relations Highest employee absenteeism and drug use Toyota opens Fremont plant in 1984 Hires 80% of GM’s workforce Outstanding quality record

10. Relevance to Experience Design Web is an ecosystem Systems within the web eBay Blogosphere Digg, Flickr, MySpace Creating, influencing systems that enable experiences

11. Introducing Systems Thinking CATWOE Root Definitions Rich Mapping/Conceptual Models Case study

12. Systems Thinking Conceptual Model

13. A Short History of Systems Thinking Evolved from “Hard” systems theory in the early 1970’s Notable uses of Systems Thinking: National Health Service - UK - 1970’s Shell Group - 1980’s Cooum River Rehabilitation - India -1990’s

14. Elements of Systems Thinking 1.See the system as a process of inquiry 2.Understand system elements with the “CATWOE” framework 3.Find the “root definitions” of the problem 4.Create models of purposeful activity with Rich Mapping

15. The system is a process of enquiry ?

16. CATWOE C - Customers A - Actors T - Transformative Process W - Worldview O - Owners E - Environmental Constraints

17. Customers The beneficiaries of “t”

18. Actors Those who would do “t”

19. Transformation Process “t” - the conversion of input to output

20. Worldview The perspective that makes “t” meaningful in context

21. Owners Those who could stop “t”

22. Environmental Constraints Elements which define the limits of the system

23. Finding root definitions A description of a “human activity system” which describes how a transformative process will be undertaken and what is expected as a result. Do X by Y to accomplish Z

24. Rich Mapping

25. Painting the house

26. CATWOE C - Homeowner A - Homeowner T - Unpainted house to painted house W - Painting house will enhance appearance O - Homeowner E - Hand painting

27. A self-owned and manned system to paint a house, by conventional hand painting, in keeping with the overall decoration scheme of the property in order to enhance the visual appearance of the property. Root Definition A homeowner paints a house by hand to improve its appearance.

28. Rich Mapping

29. Illuminates the structures behind the structure Helps to engage us in thinking about problem solving beyond just “requirements” Helps us understand the context(s) in which we are delivering the appropriate IA to the client Why We Like Systems Thinking

30. Keep Systems Thinking simple by choosing basic tools for the initial inquiry Iteratively evaluate CATWOE elements as the understanding of them evolves Focus on where specific actions exist with respect to system layers Putting Systems Thinking to Use

31. The Client Large financial services institution Multiple P&L Silos Complex stakeholder ecosystem Distributed accountable-ism Biggest perceived client challenge: “IA” Exploring Systems Thinking

32. The Agency New office with little organizational history Large, young IA team Limited experience with large clients Biggest perceived challenge: “Anticipating Changes in Client Needs” Exploring Systems Thinking

33. Used CATWOE framework to help define and model the system elements Used Rich Mapping to model parts of the system relative to specific activities and to identify true stakeholder relationships and motivations How did we use Systems Thinking tools?

34. Modeling was not just focusing on actions but on layers We defined four layers in the relevant system: Engagement Level Project Level Site Level Feature Level Focused on identifying the relationships within the layers and between the layers Looking at the Layers of the System

35. CATWOE elements change between layers CATWOE elements change within layers CATWOE elements often do not reflect the formalized project structure. CATWOE Changes

36. Project Level System View The Activity System Monitoring Effectiveness Monitoring Efficiency

37. A business goal driven system to redesign and launch a web application through multi-team distributed collaboration, which fits within existing information technology and legal constraints and results in organic growth that meets specific business metrics. Root Definition

38. Project Level CATWOE C - E-Business Team A - Internal Creative Team, IT, Business Owners, Product Owners, Agency T - Build and launch new website W - New website will better support business goals O - CFO, IT E - Geographic displacement, restrictions to onsite collaboration, competing business goals

39. Feature Level System View The System Monitoring Effectiveness Monitoring Efficiency Agency Action

40. Systems Thinking helps provide a valuable perspective to help frame IA work The inquiry based nature of Systems Thinking helps keep design based initiatives on top of perceived changes to the system Used on its own, Systems Thinking is not executional enough to effect system change The core tools of Systems Thinking provide value to IAs even with limited use Lessons We’ve Learned

41. Using CATWOE to frame personas users as actors, business as customers Model different perspectives of a system How do different groups perceive W? How do they perceive T? Effect short-hand way of starting the conceptual modelling process Leveraging CATWOE

42. Systems Experiences happen within systems Systems thinking and conceptual models In conclusion…