A Different Take on Systems Thinking George Hathaway 3G Organization & Leadership Effectiveness, Boss Center for Breakthrough Thinking, VP ENFP

Systems Thinking Use breakouts to describe systems thinking 8 minutes One representative reports to group

Use breakouts to describe systems thinking

8 minutes

One representative reports to group

Purposes Review approaches to systems thinking Introduce a systems thinking tool Detail some Learning Innovation Island issues

Review approaches to systems thinking

Introduce a systems thinking tool

Detail some Learning Innovation Island issues

Systems Thinking Understanding how the parts of a particular system interrelate Understanding how the system works over time Focuses on interconnections among parts rather than just the parts People and things are considered Determine multiple potential outcomes by probabilities

Understanding how the parts of a particular system interrelate

Understanding how the system works over time

Focuses on interconnections among parts rather than just the parts

People and things are considered

Determine multiple potential outcomes by probabilities

Hopper Model of a System INPUTS PROCESS STEPS HUMAN ENABLERS PHYSICAL ENABLERS INFORMATION ENABLERS ENVIRONMENT OUTPUTS PURPOSE(S)

INPUTS

PROCESS STEPS

HUMAN ENABLERS

PHYSICAL ENABLERS

INFORMATION ENABLERS

ENVIRONMENT

OUTPUTS

PURPOSE(S)

Thinking Styles Logical, causal Reductionist Holistic

Logical, causal

Reductionist

Holistic

Logical, Causal Linear Rational Objective Observe characteristics of specific situations & derive general principles One of the 7 elephant gurus

Linear

Rational

Objective

Observe characteristics of specific situations & derive general principles

One of the 7 elephant gurus

Reductionist Scientific Method Looks at system Restricts system components to make it possible to observe repeatable experiments. Breaks situations into smaller parts where simple cause & effects are likely Backward looking Problem Solving Managerial Thinking

Scientific Method

Looks at system

Restricts system components to make it possible to observe repeatable experiments.

Breaks situations into smaller parts where simple cause & effects are likely

Backward looking

Problem Solving

Managerial Thinking

Holistic Thinking Wholes rather than parts Sees the system as a whole Information overload Brain becomes selective Perspectives Multiple partial views help to simplify Visionary Thinking

Wholes rather than parts

Sees the system as a whole

Information overload

Brain becomes selective

Perspectives

Multiple partial views help to simplify

Visionary Thinking

A System Matrix Fundamental Values Measures Control Interface Future Purposes Inputs Outputs Process Steps Environment Human Enablers Physical Enablers Information Enablers

Benefits of the Matrix Unites holistic with some reductionist thinking Simplifies information collection Helps you know what you don’t know Works both sides of your brain Think like a leader

Unites holistic with some reductionist thinking

Simplifies information collection

Helps you know what you don’t know

Works both sides of your brain

Think like a leader

Matrix Exercise Issue. Learning Innovation Island needs to be operational Exercise: Complete Elements Fundamentals and Output Dimensions 10 minutes Representative report out to group

Issue. Learning Innovation Island needs to be operational

Exercise: Complete Elements Fundamentals and Output Dimensions

10 minutes

Representative report out to group

Questions?

References Open University, Systems Thinking and Practice, http://openlearn.open.ac.uk/mod/resource/view.php?id=183660 World Future Society, Exploring Tomorrow: Keys to Success in a Rapidly Changing World, 2005, Bethesday, MD Nadler, Gerald & Hibino, Shozo, Breakthrough Thinking: Why We Must Change the Way We Solve Problems, and the Seven Principles to Achieve This, Rocklin, CA, 1990, Prima Publishing

Open University, Systems Thinking and Practice, http://openlearn.open.ac.uk/mod/resource/view.php?id=183660

World Future Society, Exploring Tomorrow: Keys to Success in a Rapidly Changing World, 2005, Bethesday, MD

Nadler, Gerald & Hibino, Shozo, Breakthrough Thinking: Why We Must Change the Way We Solve Problems, and the Seven Principles to Achieve This, Rocklin, CA, 1990, Prima Publishing

Speaker Contact Information E-mail [email_address] [email_address] Second Life - Gh zhaoying Twitter - Ghathaway3 Skype - George.hathaway3 Yahoo IM - Ghathaway3 AIM - Ghathaway3 LinkedIn

E-mail

[email_address]

[email_address]

Second Life - Gh zhaoying

Twitter - Ghathaway3

Skype - George.hathaway3

Yahoo IM - Ghathaway3

AIM - Ghathaway3

LinkedIn

TBD Consulting Contact Office: 602-263-1961 Event Host: Mike Abrams [email_address] http://twitter.com/mikeabrams