Systems Thinking

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Talk given in Oslo 14th May 2013, at the Scotsman Pub.

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Systems Thinking

  1. 1. systemsthinking
  2. 2. cyberneticsthinking about systems primarily asdynamic patterns ofinteraction and feedback(rather than as static abstractions)
  3. 3. your wife isverybeautiful
  4. 4. Just calling it"feedback" doesntmean that it hasactually fed back.
  5. 5. The amount of feedbackbuilt into living organismsdiffers by many orders ofmagnitude from theamount we build intoman-made systems.John Gall
  6. 6. There is not one livingcreature that lacks thatintegrated, total unificationthrough feedback.John Gall
  7. 7. Compared to a frog or asalamander, our biggestmanmade systems seemlike simple wind-up toys.John Gall
  8. 8. Ignoring feedback merelymeans that the system willeventually experience amassive unpleasant surpriserather than a smallunpleasant surprise.John Gall
  9. 9. It may look like acrisis, but its onlythe end of anillusion.
  10. 10. tinitus
  11. 11. danger
  12. 12. change
  13. 13. Blood Sugar
  14. 14. is
  15. 15. isHyperglycemia
  16. 16. issensespancreasHyperglycemia
  17. 17. issensespancreas causesinsulinHyperglycemia
  18. 18. issensespancreas causesinsulinsensesliver &musclesHyperglycemia
  19. 19. issensespancreas causesinsulinsensesliver &musclescausesglycogenHyperglycemia
  20. 20. issensespancreas causesinsulinsensesliver &musclescausesglycogenHyperglycemia
  21. 21. issensespancreas causesinsulinsensesliver &musclescausesglycogenHypoglycemiaHyperglycemia
  22. 22. issensespancreas causesinsulinsensesliver &musclescausesglycogenHypoglycemiaHyperglycemiapancreassenses
  23. 23. issensespancreas causesinsulinsensesliver &musclescausesglycogenHypoglycemiaHyperglycemiapancreassensesglucagoncauses
  24. 24. issensespancreas causesinsulinsensesliver &musclescausesglycogenHypoglycemiaHyperglycemiapancreassensesglucagoncausessenses
  25. 25. issensespancreas causesinsulinsensesliver &musclescausesglycogenHypoglycemiaHyperglycemiapancreassensesglucagoncausessensescauses
  26. 26. Systems tend tooppose their ownproper function.Henri Louis Le ChatelierLe Chateliers Principle
  27. 27. All change can beunderstood as theeffort to maintainsome constancy...
  28. 28. All change can beunderstood as theeffort to maintainsome constancy......and all constancyas maintainedthrough change.
  29. 29. The battle over food andterritory between two speciesis only one half of the story.
  30. 30. The battle over food andterritory between two speciesis only one half of the story....the battle is a means orprocess of generating,maintaining, and stabilizingan ecosystem.Gregory BatesonSteps to an Ecology of Mind (I think)
  31. 31. evolution
  32. 32. evolutionis always
  33. 33. evolutionis alwaysco-evolutionJohn Gall
  34. 34. What is involved isnot simply survivalof the fittest
  35. 35. What is involved isnot simply survivalof the fittestbut survival of thefitting-in-est.John Gall
  36. 36. break;
  37. 37. slack
  38. 38. Queues amplifyvariability.Moving from 75 to95% utilizationincreases variabilityby 25 times.
  39. 39. local optimization=~=global pessimization
  40. 40. the whole is greaterthan the sum of theparts
  41. 41. Successful change canonly come in thecontext of a clearunderstanding of whatmay never change,what the organizationstands for. ...
  42. 42. If nothing is declaredunchangeable, then theorganization will resistall change. When thereis no defining vision,the only way theorganization can defineitself is its stasis.
  43. 43. Every effect hasa cause...The Causation Fallacy
  44. 44. Every effect hasa cause... and wecan tell which iswhich.The Causation Fallacy
  45. 45. defects latenesscause effect====
  46. 46. defectslatenesscause effect====
  47. 47. The Law ofUnintended Consequences
  48. 48. Failure demand"Demand caused by afailure to do somethingor do something right forthe customer"John Seddon
  49. 49. Failure demand insoftware?

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