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introduction to
systems thinking
anupam saraph
http://anupam.saraph.in
Dedicated to my teacher and mentor late Donella Mea...
1. partner
2. thumb wrestle
3. keep score
how many
survived?
how many cycles?
strategies for
success
when the health
of the system is
less than
desired, you have
a problem
when there is a
problem, you
make decisions to
reduce the gap
perspectives
systems
change research
perspectives
half of all
start-ups
disappear in 5
years
less than a third
of all start-ups
survive their
15th year
there are
insufficient
orders
ceo
there is a
recession
economic advisor
the problem is
due to lack of
advertising
marketing
it’s due to lack
of promotion and
dealer support
sales
due to inaccurate
forecasting by
the marketing and
sales
manufacturing
budget overruns
due to high
inventories
finance
shortages due to
supplier delays
materials
we lack the
production
capacity
projects
do we look at the
complete picture?
sensex, plr,
sales, profits,
patents
indicators
19K, N-deal,
tenders
events
auto, it, bt,
classes
sectors
sales,
production,
customer support,
finance
departments
ceo, vp, gm, mgr,
staff
actors
why do the
same problems
recur over time?
systems
system
environment
defines: what is within, what is outside
system
environment
determines the scope you have
to change the outcome
system
environment
determines the constraints you have to live
by
system
environment
creates a shared understanding of
the impact machine
system
environment
creates an alignment of team members
a language of
relationships
glue for parts
structures
sustaining parts
recognizing the
whole
outcomes result
from the whole
outcomes show
resistance
show emergence
are
counterintuitive
the whole is a
set of related
variables
or a collection
of feedbacks
or actors engaged
in a relationship
actions that
result in
significant,
enduring
improvements
buyer+seller
lender+borrower
partners in
thumb-wrestling
change research
seeking enduring
solutions
redesigning the
whole
how much impact
how long an
impact
how long to
impact
ImpactSpace
Impact SpeedFast Slow
Persons
System
Enduring Leverage
Make Fishing Viable
Teach Fishing
Give Fish
Enduring Im...
insights of
change research
systems draw
attention to the
very points at
which an attempt
to intervene will
fail
the harder you
push, the harder
the system pushes
back
behavior grows
better before it
grows worse
the easy way out
usually leads
back in
the cure can be
worse than the
disease
today's problems
come from
yesterday's
“solutions”
faster is many
times slower
cause and effect
are not closely
related in time
and space
many obvious
solutions fail or
actually worsen
the situation
long term
behavior is often
different from
short term
behavior
small changes can
produce big
results
but the areas of
highest leverage
are often the
least obvious
dividing the
elephant in half
does not produce
two small
elephants
there is no blame
perspectives
systems
change research
god, grant me the
serenity to accept
the things I cannot
change,courage to
change the things I
can,and wisdom to
know the ...
Introduction to Systems Thinking
Introduction to Systems Thinking
Introduction to Systems Thinking
Introduction to Systems Thinking
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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
  • 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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