Systems primer intro 10.24.11


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Presentation by Sara Schley with Linda Booth Sweeney for the planning committee in anticipation of their workshop at NESEA's Building Energy 2012 Conference

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  • Tues 25th,: today’s agenda:Bill Introducing SaraOutcomes for today: Meet and greet Intro to ST Dialogue re March Session and planning for that Dialogue re embedding ST into DNA of NESEABrief Check inOverview of Systems Thinking: iceberg, CLDDialogue about ideal outcomes for March participants Embedding ST at NESEANext Steps
  • The iceberg model has been in use so long by so many colleagues, not clear on its origin. We’re the only folks (I know of) who are adding “feelings” to the model.
  • Carbon Reinforcing loop: cheap fossil fuels  fossil fuel energy use, industrial growth, economic prosperity, demand for goods and services
  • Renewable energy reinforcing loop to draw: goal: zero fossil fuel combustion carbon policy, carbon price, renewable fuels, green jobs, prosperity.Compassion reinforcing loop: interdependence, compassion, generosity, gratitude
  • The warrior of Shambhala, combines fearlessness and gentleness, as well as dignity and wisdom. The most important quality of the Shambhala warrior is being non-aggressiveMULTI-LINGUALCULTURAL ARCHETYPES – Heroes….Tinker Hatfield … . this really was when I saw the warrior spirit in me emerge to an extent I never knew possible. robert laid out how to do this work as he has learned them over time.  1. recognize that I have a model of reality in my consciousness (not reality itself)2. recognize that my model clashes with others’3. truly, it is not a matter of right and wrong (we hold the models we hold because they have served us)4. cross model conversations are potentially  explorations for mutual learning that can evolve into collective model building (like what happened with joe's system model session at ECW)5. but they require a particular type of container that is truly safe, non-threatening and respects each view6. as these conversations develop, we can move into collaborative design of experiments where we can learn in action how to better integrate or balance our models in favor of the results we truly want7. this is hard work and is unlikely if it is - not animated by a larger aspiration, something that people truly care about and that transcends what they are currently able to accomplish- not part of an ongoing cohort or collaborative context where people can continue to work together and learn together
  • Systems primer intro 10.24.11

    1. 1. NESEA: Intro to Systems Thinking with Sara Schley,, October 25, 2011
    2. 2. Definition:A system is an interconnected set of
    3. 3. It’s all about me!
    4. 4. I’ve got this one figured out on my own!
    5. 5. I handled that one! 5
    6. 6. Oops
    7. 7. Leverage Point = Biggest “bang for the buck“Let’s remember that one!”
    8. 8. Fundamental Systems Principles1. Highlyinterdependent look to build collaborative partnerships2. Whole is greater than the sum of its parts, aka synergy look for opportunities to collaborate.3. Improvement happens throughfeedback  seekopportunities to learn and revise.4. Actions and results are separated in type and space  look for unintended consequences.5. We can accelerate change  act on leverage points. Adapted from
    9. 9. Iceberg:A Deep Systems Approach to Transformation Increasing Leverage Events We observe seemingly random data. What we see on the surface. We notice that the events form a Patterns pattern that repeats itself over time. Systemic We identify systems loops or Structures “archetypes” that underlay that pattern. Mental Models We uncover the deep beliefs that hold that systemic structure in place. We become aware of the emotions* Deep Feelings that are fostering our mental models. Vision We articulate our aspiration for the world we want.
    10. 10. Iceberg:Carbon story: business as usual Increasing Leverage We drive, turn on lights, use electronics, Events get cool in the summer & warm in the winter. Patterns Fossil fuel use increasing, C02 concentration rising in atmosphere. Systemic Carbon reinforcing loop dynamic.* Structures More is better, all growth is good growth Mental Models There’s not enough for everyone. Make sure I get mine. Deep Feelings Fear of scarcity. Vision Unlimited Material Growth to Maximize Prosperity.
    11. 11. Iceberg:Carbon story: with a new vision Increasing Leverage Solar panels, wind generators, rail travel, Events “local heros,” and more. Patterns C02 decreases in the atmosphere Systemic Renewable energy use reinforcing loop.* Structures Compassion reinforcing loop. We are all interdependent in web of life. Mental Models We create an economy, ecology &society that works for all. Deep Feelings . “Love all the children” connection to all. Vision A planet where all life thrives.
    12. 12. Seeing isolated “events”
    13. 13. Seeing Patterns Source:
    14. 14. Systems Thinking in Action 1. Vision/Purpose: 2. Sketch key 3. Name the essential Describe/Refine trends variables that may be your desired state driving the trend. Understanding 4. Make the system10. Share results systems visible (via causalget feedback, learn maps) Taking action Mapping 5. Share, test & in systems revise maps 9. Create and systems implement strategic plan 6. Look for leverage 8. Identify and prioritize strategic 7. From leverage points, goals and leverage engage diverse points stakeholders Sweeney&Schley2011
    15. 15. Thinking in Systems for Sustainability at Nike Developed by Team Shambhala at Nike, 2000