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Introduction to Systems Thinking Slide 1 Introduction to Systems Thinking Slide 2 Introduction to Systems Thinking Slide 3 Introduction to Systems Thinking Slide 4 Introduction to Systems Thinking Slide 5 Introduction to Systems Thinking Slide 6 Introduction to Systems Thinking Slide 7 Introduction to Systems Thinking Slide 8 Introduction to Systems Thinking Slide 9 Introduction to Systems Thinking Slide 10 Introduction to Systems Thinking Slide 11 Introduction to Systems Thinking Slide 12 Introduction to Systems Thinking Slide 13 Introduction to Systems Thinking Slide 14 Introduction to Systems Thinking Slide 15 Introduction to Systems Thinking Slide 16 Introduction to Systems Thinking Slide 17 Introduction to Systems Thinking Slide 18 Introduction to Systems Thinking Slide 19 Introduction to Systems Thinking Slide 20 Introduction to Systems Thinking Slide 21 Introduction to Systems Thinking Slide 22 Introduction to Systems Thinking Slide 23 Introduction to Systems Thinking Slide 24 Introduction to Systems Thinking Slide 25 Introduction to Systems Thinking Slide 26 Introduction to Systems Thinking Slide 27 Introduction to Systems Thinking Slide 28 Introduction to Systems Thinking Slide 29 Introduction to Systems Thinking Slide 30 Introduction to Systems Thinking Slide 31 Introduction to Systems Thinking Slide 32 Introduction to Systems Thinking Slide 33 Introduction to Systems Thinking Slide 34 Introduction to Systems Thinking Slide 35 Introduction to Systems Thinking Slide 36 Introduction to Systems Thinking Slide 37 Introduction to Systems Thinking Slide 38 Introduction to Systems Thinking Slide 39 Introduction to Systems Thinking Slide 40 Introduction to Systems Thinking Slide 41 Introduction to Systems Thinking Slide 42 Introduction to Systems Thinking Slide 43 Introduction to Systems Thinking Slide 44 Introduction to Systems Thinking Slide 45 Introduction to Systems Thinking Slide 46 Introduction to Systems Thinking Slide 47 Introduction to Systems Thinking Slide 48 Introduction to Systems Thinking Slide 49 Introduction to Systems Thinking Slide 50 Introduction to Systems Thinking Slide 51 Introduction to Systems Thinking Slide 52 Introduction to Systems Thinking Slide 53 Introduction to Systems Thinking Slide 54 Introduction to Systems Thinking Slide 55 Introduction to Systems Thinking Slide 56 Introduction to Systems Thinking Slide 57 Introduction to Systems Thinking Slide 58 Introduction to Systems Thinking Slide 59 Introduction to Systems Thinking Slide 60 Introduction to Systems Thinking Slide 61 Introduction to Systems Thinking Slide 62 Introduction to Systems Thinking Slide 63 Introduction to Systems Thinking Slide 64 Introduction to Systems Thinking Slide 65 Introduction to Systems Thinking Slide 66 Introduction to Systems Thinking Slide 67 Introduction to Systems Thinking Slide 68 Introduction to Systems Thinking Slide 69 Introduction to Systems Thinking Slide 70 Introduction to Systems Thinking Slide 71 Introduction to Systems Thinking Slide 72 Introduction to Systems Thinking Slide 73
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This is the slide deck of my introductory sessions on Systems Thinking. Systems Thinking will help you understand change in the systems you are a part. It offers insights into counterintuitive outcomes you often observe in your own systems. It offers insights into making impact and why impacts fail. It hopes to give you the strength to leave your system better than when you found it.

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Introduction to Systems Thinking

  1. 1. introduction to systems thinking anupam saraph http://anupam.saraph.in Dedicated to my teacher and mentor late Donella Meadows ll those systems practitioners striving to leave their systems better than they foun
  2. 2. 1. partner 2. thumb wrestle 3. keep score
  3. 3. how many survived? how many cycles? strategies for success
  4. 4. when the health of the system is less than desired, you have a problem
  5. 5. when there is a problem, you make decisions to reduce the gap
  6. 6. perspectives systems change research
  7. 7. perspectives
  8. 8. half of all start-ups disappear in 5 years
  9. 9. less than a third of all start-ups survive their 15th year
  10. 10. there are insufficient orders ceo
  11. 11. there is a recession economic advisor
  12. 12. the problem is due to lack of advertising marketing
  13. 13. it’s due to lack of promotion and dealer support sales
  14. 14. due to inaccurate forecasting by the marketing and sales manufacturing
  15. 15. budget overruns due to high inventories finance
  16. 16. shortages due to supplier delays materials
  17. 17. we lack the production capacity projects
  18. 18. do we look at the complete picture?
  19. 19. sensex, plr, sales, profits, patents indicators
  20. 20. 19K, N-deal, tenders events
  21. 21. auto, it, bt, classes sectors
  22. 22. sales, production, customer support, finance departments
  23. 23. ceo, vp, gm, mgr, staff actors
  24. 24. why do the same problems recur over time?
  25. 25. systems
  26. 26. system environment defines: what is within, what is outside
  27. 27. system environment determines the scope you have to change the outcome
  28. 28. system environment determines the constraints you have to live by
  29. 29. system environment creates a shared understanding of the impact machine
  30. 30. system environment creates an alignment of team members
  31. 31. a language of relationships
  32. 32. glue for parts
  33. 33. structures sustaining parts
  34. 34. recognizing the whole
  35. 35. outcomes result from the whole
  36. 36. outcomes show resistance
  37. 37. show emergence
  38. 38. are counterintuitive
  39. 39. the whole is a set of related variables
  40. 40. or a collection of feedbacks
  41. 41. or actors engaged in a relationship
  42. 42. actions that result in significant, enduring improvements
  43. 43. buyer+seller
  44. 44. lender+borrower
  45. 45. partners in thumb-wrestling
  46. 46. change research
  47. 47. seeking enduring solutions
  48. 48. redesigning the whole
  49. 49. how much impact
  50. 50. how long an impact
  51. 51. how long to impact
  52. 52. ImpactSpace Impact SpeedFast Slow Persons System Enduring Leverage Make Fishing Viable Teach Fishing Give Fish Enduring Impact
  53. 53. insights of change research
  54. 54. systems draw attention to the very points at which an attempt to intervene will fail
  55. 55. the harder you push, the harder the system pushes back
  56. 56. behavior grows better before it grows worse
  57. 57. the easy way out usually leads back in
  58. 58. the cure can be worse than the disease
  59. 59. today's problems come from yesterday's “solutions”
  60. 60. faster is many times slower
  61. 61. cause and effect are not closely related in time and space
  62. 62. many obvious solutions fail or actually worsen the situation
  63. 63. long term behavior is often different from short term behavior
  64. 64. small changes can produce big results
  65. 65. but the areas of highest leverage are often the least obvious
  66. 66. dividing the elephant in half does not produce two small elephants
  67. 67. there is no blame
  68. 68. perspectives systems change research
  69. 69. god, grant me the serenity to accept the things I cannot change,courage to change the things I can,and wisdom to know the difference
  • AprilHernandez23

    Nov. 26, 2021
  • AprilGustafson

    Dec. 10, 2018
  • NakulGote

    Apr. 3, 2016
  • deepaknagar

    Mar. 28, 2016

This is the slide deck of my introductory sessions on Systems Thinking. Systems Thinking will help you understand change in the systems you are a part. It offers insights into counterintuitive outcomes you often observe in your own systems. It offers insights into making impact and why impacts fail. It hopes to give you the strength to leave your system better than when you found it.

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