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Sustainable Development Through Local Partnership, Harin Sachdev

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This presentation was part of the 2017 ProSPER.Net Leadership Programme “Building Transformational Leadership Towards the SDGs” in Chulalongkorn University, Thailand.

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Sustainable Development Through Local Partnership, Harin Sachdev

  1. 1. 2017 ProSPER.Net Leadership Programme “BuildingTransformational Leadership towardsSustainable Development Goals” The programme jointly conducted by experts from UNU-IAS; Academic staff of Chulalongkorn University: Faculty of Science, HSM and SEA START RC, with cooperation from local communities and experts. Funding is provided by UNU-IAS through ProSPER.Net secretariat, Chulalongkorn University, HSM and allies. Sustainable Development through Local Partnership / Multiple Scales of Sustainability Governance Mr.Wijai Amaralikit, Mayor of Panas Nikom Municipality and Harin Sachdev, Ph.D., Lecturer at Faculty of Environment and Resource Studies, Mahidol University
  2. 2. “Problems can not be solved by the same levels of consciousness that created it” What is the Problems?
  3. 3. 3 Systems Thinking
  4. 4. 4
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  6. 6. Systems Archetypes Structures of which we are unaware hold us prisoner. Conversely, learning to see the structures within which we operate begins a process of freeing ourselves from previously unseen forces and ultimately mastering the ability to work with them and change them. The recurring patterns of structure that appear again and again embody the key to learning.
  7. 7. Viewpoints (Hitchkins, http://sysdyn.clexchange.org) Disjointed viewpoints Cause Effect Cause Effect Cause Effect Linear control viewpoint Cause Effect / Cause Effect / Cause Effect Causal loop, nonlinear feedback viewpoint Effect / Cause Effect / Cause Effect / Cause
  8. 8. Causal Loop
  9. 9. Population Growth + PopulationBirth Death+ –
  10. 10. Fixes that Fail Systems Archetypes Fixes that Fail describes a system where a fix is effective in the short term, but has unforseen consequences which may require even more use of the original fix, thus perpetuating the problem. Problem Fix Unintended Consequences
  11. 11. Fixes that Fail Systems Archetypes Moral: Maintain focus on the long term. Disregard short term “fix,” if feasible, or use it only to “buy time” while working on a long term remedy. High maintenance costs Cutting back maintenance schedules More breakdowns and higher costs Example: Maintenance time Maintenance Costs Maintenance schedule Break- downs
  12. 12. Limits to Success Diagram Growing Action (Efforts) Condition (Actual Performance) Slowing (Limiting) Action Constraint Also referred to as Limits to Success People’s Express example + + + - + + - s and o = how variables affect each other Reinforcing Process Notation Balancing Process Notation
  13. 13. Limits to Success Systems Archetypes Condition Slowing Action Growing Action Limiting Condition
  14. 14. Limits to Growth Systems Archetypes Example: A Growing Enterprise Growth Saturation of market niche Morale Size of market niche Promotion opportunities Motivation and productivity Moral: Don’t push on the reinforcing (growth) process. Remove or weaken the source of limitation..
  15. 15. Shifting the Burden Systems Archetypes Problem symptom Symptomatic “solution” Side effect Fundamental solution The shifting the burden structure explains a wide range of behaviors where well-intentioned “solutions” actually make matters worse over the long term. + + + - - -
  16. 16. Shifting the Burden Diagram Symptomatic Solution Problem Symptom Fundamental Solution Side Effect s s s o o o - - R3 s and o = how variables affect each other Reinforcing Process Notation Balancing Process Notation
  17. 17. Shifting the Burden Systems Archetypes Personnel performance problem Bring in HR expert Expectation that HR experts will solve problems Develop manager’s abilities Moral: Leverage lies in a combination of strengthening the fundamental response and weakening the symptomatic response. This usually requires a long-term orientation. Example 1: Personnel problems + - - - + +
  18. 18. Shifting the Burden Systems Archetypes Stress Alcohol Health Reduce workload Moral: Notice how insidious the reinforcing cycle is, fostering dependence on the symptomatic solution. Meanwhile the underlying problem grows worse and the capability for fundamental solutions atrophies. Example 2: Alcohol addiction time Alcohol consumption Stress Ability to control workload ...... + - - ++ +
  19. 19. Eroding Goals Systems Archetypes Eroding Goals is a shifting the burden type structure in which the short-term solution involves letting a long-term, fundamental goal decline. Gap Pressure to adjust goals Actions to Improve Conditions Goal Condition ......
  20. 20. Eroding Goals Systems Archetypes Quality standards and hence quality quietly erode. Meanwhile, the customer base becomes dissatisfied, driving down revenues and undermining the enterprise’s ability to invest in the fundamental solution. Customer dissatisfaction Pressure to lower budgets Invest in new higher quality methods High quality standard Quality below standard Example: Quality standards ......
  21. 21. Success to the Successful Systems Archetypes In a Success to the Successful system, the more one competitor succeeds, the more resources it gets, thus starving its competitor. Allocation to A instead of B Resources to A Resources to B Success of A Success of B
  22. 22. Success to the Successful Systems Archetypes Because of the dominant reinforcing feedback, a Success to the Successful system is inherently unstable. The imbalances are not self-correcting. The only leverage lies in changing the underlying structure. Example: Balancing work and home life Only 24 hours in a day Time at work Time at home Success at work Success in family time Time and success at work Time and success at home
  23. 23. Günther Ossimitz: Systems Thinking – THE Managerial Competence? Thinking in Models: Heroin Market 1
  24. 24. Günther Ossimitz: Systems Thinking – THE Managerial Competence? Thinking in Models: Heroin Market 2
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