SENSE MAKING & SYSTEMS THINKING

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Science for Change Agents, Innovators & Entrepreneurs. Day 2

Systems: Holism vs Reductionism
Linear vs. non-linear thinking
Events, symptoms and root causes
Mapping Systems
System Archetypes
Systemic Interventions and Trim Tabs
Disruptive & Systemic Innovation: Making Change Happen
People in Systems: Game Theory, Behaviorism, Social Psychology, Behavioural Economics / Biases & Heuristics
Motivations for Change Agents: Membership, Mastery, Meaning
MASTERCLASS FOR KAOS PILOTS, DENMARK

SENSE MAKING & SYSTEMS THINKING

  1. 1. @NICKWECREATE@NICKJANKELSCIENCE FORIMAGINEERSNICK JANKEL, WECREATEKAOS PILOTSFEB 2012
  2. 2. DAY 2SENSE MAKING &SYSTEMS THINKING
  3. 3. INTENTION KNOWLEDGE TERMS LENSES REDUCTIONISM EXPLANATION OF NATURALISM / REALISM EMPIRICAL ANALYSIS KNOW ‘TRUTH’ WHAT IS PROOF INDUCTION / DEDUCTIONPREDICT / CONTROL CORROBORATION OF EVIDENCE BASE INSTRUMENTALISM NATURE WHAT WORKS RCTS SEMIOTICS CONTEXT APPRECIATE / UNDERSTANDING OF HERMENEUTICS QUAL / QUANT EMPATHISE HOW THINGS ARE PO DISCOURSE ANALYSIS DECONSTRUCTION CRITICISM OF WHY STRUCTURALISM DISEMPOWER ‘ARCHEOLOGY’ THINGS ARE POST MODERNISM CRITICAL THEORY SYSTEMS / CYNEFIN INSIGHT INTO HOW TO ACTION RESEARCH IMPROVE EMANCIPATION CHANGE THINGS CRITICAL CONSCIOUSNESS
  4. 4. WORK THROUGH YOUR PROBLEM WITHEACH INTENTIONWHAT KIND OF RESEARCH METHODS?WHY?WHAT IS OPPORTUNITY / THREAT WITHEACH?
  5. 5. TODAYINTRO TO SYSTEMS THINKING. CONTENT & CONTEXT.CAUSES AND EFFECTS VS. TRIGGERS AND DRIVERS. FEEDBACKMECHANISMS. PREFERRED STATES. SYSTEM VS. INDIVIDUAL.  SYSTEMS &INNOVATION. WHOLE SYSTEMS CHANGE. TRIM TABS/ SWEETSPOTS.WORK WITH SYSTEMS THINKINGTHE BEER GAME OR OTHER GAMES FROM GAME-THEORY LIKEPRISONERS DILEMMA, ULTIMATUM GAME, ETC. TO SHOW THE SOCIALMECHANISMS IN HUMAN BEHAVIOUR.BUILD A SYSTEMS MAP TOGETHER AND LOOK FOR OPPORTUNITIES ANDSWEET SPOTS TO TRANSFORM IT WITH INNOVATION
  6. 6. HEARTCENTRED, GROUNDED
  7. 7. HOW DO YOU SOLVE MY BACK ACHE?
  8. 8. COLLAPSE
  9. 9. “We still have not seen muchmovement on... the deep systemicissues that cause the current cluster ofcrisis symptoms to be reproduced timeand again. I believe that the mostimportant root issue of the currentcrisis is our thinking: how wecollectively think.”C OTTO SCHARMER
  10. 10. HOW WE THINKLINEAR, REDUCTIONIST, MECHANISTIC
  11. 11. LINEARITYCAUSE / EFFECTBLAME AGENTS / INTENTIONSREALISM / SCIENTISM
  12. 12. EVIDENCEBASED INTERVENTIONS
  13. 13. SYMPTOMSROOT ‘CAUSES’
  14. 14. WHOLENESSBIOLOGY: VON BERTANALFY
  15. 15. “There can be no scientific study ofsociety, either in its conditions or itsmovements, if it is separated intoportions, and its divisions arestudied apart.”COMTE
  16. 16. ACHILLES: I WILL BE GLAD TO INDULGE BOTH OF YOU, IF YOUWILL FIRST OBLIGE ME, BY TELLING ME THE MEANING OF THESESTRANGE EXPRESSIONS, “HOLISM” AND “REDUCTIONISM”.CRAB: HOLISM IS THE MOST NATURAL THING IN THE WORLD TOGRASP. IT’S SIMPLY THE BELIEF THAT “THE WHOLE IS GREATERTHAN THE SUM OF ITS PARTS”. NO ONE IN HIS RIGHT MIND COULDREJECT HOLISM.ANTEATER: REDUCTIONISM IS THE MOST NATURAL THING IN THEWORLD TO GRASP. IT’S SIMPLY THE BELIEF THAT “A WHOLE CANBE UNDERSTOOD COMPLETELY IF YOU UNDERSTAND ITS PARTS,AND THE NATURE OF THEIR ‘SUM’”. NO ONE IN HER LEFT BRAINCOULD REJECT REDUCTIONISM
  17. 17. SYSTEMINDIVIDUAL PARTSPARTS AFFECT EACH OTHERWHOLE MORE THAN SUMPERSIST IN DIFFERENT SETTING
  18. 18. KP?INDIVIDUAL PARTS?PARTS AFFECT EACH OTHER?WHOLE MORE THAN SUM?PERSISTS?
  19. 19. SYSTEMSHAVE IDENTITIES WHICH RESIST CHANGERESPOND TO INTERVENTIONSATTEMPT TO SHAPE PEOPLE / PLACESCOMPLEX BEHAVIOURLEARNSYMBOLIC EXCHANGES
  20. 20. SYSTEMICCOMPLEMENTARY INTERACTIONSTRIGGERS, DRIVERS, RESPONSESPATTERNS EMERGE OVER TIMESYSTEMS CAUSE BEHAVIOUR (VICE VERSA)MUTUAL RESPONSIBLITYINTENTIONS ARE NOT ALWAYS CLEAR
  21. 21. DIALOGICCONSTRUCTED & REALTANGIBLE & CONCEPTUALCREATE & CREATED
  22. 22. CONSTELLATIONSFAMILY DYNAMICSMUTUAL OWNERSHIPEMPATHIC DISCOVERY
  23. 23. “Reality is made up of circles, but wesee straight lines. Herein lies thebeginnings of our limitation as systemsthinkers.”PETER SENGE
  24. 24. systems images
  25. 25. CHALLENGINGTAUGHT TO ANALYSE, MECHANISELINEAR MODE OF THINKING (LANGUAGE)BIASES & ASSUMPTIONSSYSTEMS MASQUERADE AS EVENTS
  26. 26. “Unlike curiosity or empiricism, holism takes a while toacquire and appreciate.”NICHOLAS CHRISTAKIS
  27. 27. CHALLENGINGTAUGHT TO ANALYSELINEAR MODE (LANGUAGE)BIASES & ASSUMPTIONSMASQUERADE AS EVENTS
  28. 28. MULTIVERSEMANY STAKEHOLDERS / PERSPECTIVEMULTIPLE INTENTIONSMANY FRAMES / INTERPRETATIONS
  29. 29. INTERVENTIONSHIGHLY CHARGEDSCOPING CHALLENGES MANY
  30. 30. MAPPINGSYSTEMS
  31. 31. FEEDBACKOSCILLATIONS BETWEEN POSITIVE &NEGATIVE LOOPS (& INTENTIONS)THE PAST FEEDS INTO THE FUTURE
  32. 32. DRAW KAOS PILOT SYSTEM
  33. 33. BOUNDARIESWHERE?
  34. 34. “A system is anything we happen todraw a boundary around. ”RICHARD VERYARD
  35. 35. LAWUNINTENDED CONSEQUENCESSURPRISES!
  36. 36. STATEPREFERRED OR NOTNOT NORMATIVE ‘RIGHT’ OR ‘WRONG’
  37. 37. IDENTIFY PREFERRED KP STATE
  38. 38. “Something hit me very hard once,thinking about what one little mancould do. Think of the Queen Mary - thewhole ship goes by and then comes therudder. And theres a tiny thing at theedge of the rudder called a trim tab.”BUCKMINSTER FULLER
  39. 39. SWEETSPOTS FOR MULTIPLE INTERVENTIONS
  40. 40. REAMP.ORG
  41. 41. STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
  42. 42. PLATOCONVENIENT LIES
  43. 43. DEFENDEDBY THE GROUP THINK OF THOSE IN POWER
  44. 44. 52
  45. 45. Breakthrough Breakthrough Concept The Problem Breakthrough Idea Conventional Mindset Breakthrough Insights Conventions / Assumptions
  46. 46. Breakthrough Breakthrough Concept Non-techies are not buying or using computers as Think different with much as they should. an Mac. The Problem Breakthrough Idea Computers are not Computers can be a designed for force for amazing creativity. They are creativity if designed for there for productivity. beauty, usability and playfulness. Conventional Mindset Breakthrough Productivity is the Insights key benefit of We are all artists; machinery which we are here to helps us be more express not productive cogs in possess. the machine. Conventions / Assumptions
  47. 47. Breakthrough Breakthrough Concept The Problem Breakthrough Idea Conventional Mindset Breakthrough Insights Conventions / Assumptions
  48. 48. WORK THROUGH SOME ASSUMPTIONS INTHE KP SYSTEM...
  49. 49. DRAW BREAKTHROUGH SYSTEM OF YOUR‘PROBLEM’SPOT ASSUMPTIONSIDENTIFY SWEETSPOTS
  50. 50. BEHAVIOURIN SYSTEMS
  51. 51. GAMETHEORY
  52. 52. PRISONER’SGAME
  53. 53. ULTIMATUMGAME
  54. 54. CUBAMISSILE CRISIS
  55. 55. WHY DO YOU DO (OR NOT) YOURASSIGNMENTS?
  56. 56. RATIONALCHOICE THEORY
  57. 57. HOMOECONOMICUS
  58. 58. “An arbitrary definition of man, as abeing who inevitably does that bywhich he may obtain the greatestamount of necessaries, conveniences,and luxuries, with the smallestquantity of labour and physical self-denial with which they can beobtained.”JOHN STUART MILL
  59. 59. UNCONSCIOUSMESMERCHARCOTFREUDJAMES
  60. 60. BEHAVIOURALSKINNEROPERANT CONDITIONING
  61. 61. RULESREWARDS
  62. 62. COGNITIVEPSYCHOLOGY
  63. 63. BOUNDEDRATIONALITY
  64. 64. BEHAVIOURALECONOMICS
  65. 65. BIASESHEURISTICS
  66. 66. PROSPECTTHEORY
  67. 67. NUDGEINTERVENTIONS
  68. 68. NUDGEINTERVENTIONS
  69. 69. PEERPOWER / PRESSURE
  70. 70. DRIVESMEMBERSHIP, MASTERY, MEANINGAMOR
  71. 71. HEARTCENTRED, GROUNDED
  72. 72. CO-CREATE 1+ CONCEPTS THAT COULDMOVE YOUR SYSTEM TO A PREFERREDSTATE
  73. 73. ACKNOWLEDGEMENTSFRANK BARRETT & DAVID COOPERRIDER (AI)PETER SENGE (SYSTEMS)STANFORD ENCYLOPEDIA OF PHILOSOPHYWIKIPEDIAMICHELLE HOLLIDAY (COMPLEXITY)BELTOWSKA & RAE (SYSTEMS IMAGES)AIDAN WARD & RICHARD VERYARD (SYSTEMS)RICHARD SEEL (COMPLEXITY)
  74. 74. CONNECTNICK@WECREATE.CCWECREATE.CC (THIS WILL BE UP IN FEW DAYS)NICKJANKEL.COM

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