1. Systemic Perspective Necessary and Sufficient Activities

2. Typical Approach Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky

3. Systemic Approach Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky

4. Systemic Perspective Situation Patterns of Behavior Network of Interactions Stakeholder Perspectives Establish a Boundary Challenge Assumptions Leverage Points

5. Series Videos Elaborate on each activity Develop understanding Example systemic perspective For a specific situation Guide for skills development

6. Systemic Perspective Situation

7. Situation / System Dilemma Results from multiple interactions Interactions connect with experience Provides context for relevance Frame description for guidance

8. Situation (cont…) Perspectives vary Frame purpose of investigation Frame description for communication

9. Magic Connections Rapidly growing & needing resources Support hiring and training resources Other organizations raiding resources Support struggling to maintain readiness

10. Systemic Perspective Patterns of Behavior

11. Situation may appears as an event Describe relevant changes over time Consider a relevant time frame Plotting graphs is great Freehand frequently is useful

12. Recurring Patterns

13. Magic Connections

14. Systemic Perspective Network of Interactions

15. Reality is complex Models simplify & promote learning Situation – relevant vs connected All models are wrong, some models are useful! Useful models promote learning

16. Types of Models Qualitative - view interactions Causal Loop Diagram Quantitative – used in simulations Stock & Flow Diagram Develop a model with communication in mind

17. Causal Loop Diagram

18. Stock & Flow Diagram

19. Magic Connections Model

20. Systemic Perspective Stakeholder Perspectives

21. Who influences and who is influenced Stakeholders may have different perspectives Collaborative iterations valuable What’s applicable depends on complexity and coherence

22. 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

23. Systems Methodologies Jackson 2003

24. Magic Connections Customers Corporate Leadership Support Management Non-Support Management Pluralist and simple in this context

25. Systemic Perspective Establish a Boundary

26. 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”

27. Early Hospital Discharge

28. Magic Connections

29. Systemic Perspective Challenge Assumptions

30. Decisions based on assumptions Mental models based on experience Surface and challenge Potential invalid assumption

31. Mental Models

32. Magic Connections

33. Systemic Perspective Leverage Points

34. Constants, parameters, numbers Buffers, stabilizing stocks Structure of stocks & flows Length of delays relative to change Negative feedback loop strength Positive feedback loop gain

35. 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

36. Magic Connections Consider the model Possible leverage points Develop a strategy for action Implement the strategy Monitor progress

37. Magic Connections Strategy

38. 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…

39. Systems Thinking World Join us on LinkedIn at http://www.linkedin.com/groups?gid=2639211