Systemic Perspective

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Necessary and sufficient activities associated with Systems Thinking.

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Systemic Perspective

  1. 1. Systemic Perspective Necessary and Sufficient Activities
  2. 2. Typical Approach Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky
  3. 3. Systemic Approach Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky
  4. 4. Systemic Perspective Situation Patterns of Behavior Network of Interactions Stakeholder Perspectives Establish a Boundary Challenge Assumptions Leverage Points
  5. 5. Series Videos • Elaborate on each activity • Develop understanding • Example systemic perspective • For a specific situation • Guide for skills development
  6. 6. Systemic Perspective Situation
  7. 7. Situation • Situation / System Dilemma • Results from multiple interactions • Interactions connect with experience • Provides context for relevance • Frame description for guidance
  8. 8. Situation (cont…) • Perspectives vary • Frame purpose of investigation • Frame description for communication
  9. 9. Magic Connections • Rapidly growing & needing resources • Support hiring and training resources • Other organizations raiding resources • Support struggling to maintain readiness
  10. 10. Systemic Perspective Patterns of Behavior
  11. 11. 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
  12. 12. Recurring Patterns
  13. 13. Magic Connections
  14. 14. Systemic Perspective Network of Interactions
  15. 15. 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
  16. 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. 17. Causal Loop Diagram
  18. 18. Stock & Flow Diagram
  19. 19. Magic Connections Model
  20. 20. Systemic Perspective Stakeholder Perspectives
  21. 21. Stakeholder Perspectives • Who influences and who is influenced • Stakeholders may have different perspectives • Collaborative iterations valuable • What’s applicable depends on complexity and coherence
  22. 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. 23. Systems Methodologies Jackson 2003
  24. 24. Magic Connections • Customers • Corporate Leadership • Support Management • Non-Support Management • Pluralist and simple in this context
  25. 25. Systemic Perspective Establish a Boundary
  26. 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. 27. Early Hospital Discharge
  28. 28. Magic Connections
  29. 29. Systemic Perspective Challenge Assumptions
  30. 30. Challenge Assumptions • Decisions based on assumptions • Mental models based on experience • Surface and challenge • Potential invalid assumption
  31. 31. Mental Models
  32. 32. Magic Connections
  33. 33. Systemic Perspective Leverage Points
  34. 34. 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
  35. 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. 36. Magic Connections • Consider the model • Possible leverage points • Develop a strategy for action • Implement the strategy • Monitor progress
  37. 37. Magic Connections Strategy
  38. 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. 39. Systems Thinking World Join us on LinkedIn at http://www.linkedin.com/groups?gid=2639211

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