Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Using synthesis (System Thinking) to find business problems


Published on

A process that detailed all the aspects needed to cover to conduct synthesis for a business/organization. This presentation describes the process we are using (at Galaxies), including the type of data we are looking for and toolset. We hope you can use this data to find problems in your organization.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Using synthesis (System Thinking) to find business problems

  1. 1. Non-Traditional management consultancy Galaxies Synthesis Process
  2. 2. "We cannot solve our problems with the same thinking we used when we created them.” ~ Albert Einstein
  3. 3. Holistic Method To find and resolve business issues Analysis Synthesis
  4. 4. Galaxies Holistic approach We’ll always start with synthesis to find inherit problems within the system. We are using the appropriate analysis method where we failed to find causes using synthesis
  5. 5. Galaxies Synthesis Process 1. Understand the business challenge 2. Collecting data • Business ecosystem and evolution • Understanding the people • Depicts the challenge as casual loops • Depicts the challenge as flow diagrams • Computer Model • Aggregated interaction 3. Synthesis • Identify casual and flow issues • Realize symptoms, find root cause • Search for leveraging points 4. Findings & recommendations • Root cause, symptoms, categories, and cause factors – Galaxies Fishbone • Recommended changes and their impact on the business 5. Let’s start the implementation
  6. 6. Our process in details Understanding business problem Collecting data Synthesis & Analysis Findings & recommendations Implementation
  7. 7. • Understand the business challenge – using Fishbone diagram to depict the business challenge as we understood it from the client • Define system boundary. Our synthesis / Analysis will be limited to agreed system boundaries Phase 1 - Understand the business challenge Categories Causes Mgmt System Org structure People Culture Technology ?
  8. 8. • Ecosystem – Depicting the main players in the business ecosystem • Evolution – Depicting major milestones and trends in the business evolution since started • Antifragility – Taking from Nassim Taleb book, Capture existing antifragilities in the business • Business and company Network – Capturing the business and the company main players and how they interact one with each other Phase 2 - Business ecosystem and evolution
  9. 9. • Narrative fallacy: Addresses our limited ability to look at sequences of facts without weaving an explanation into them, or, equivalently, forcing a logical link, an arrow of relationship upon them. Explanations bind facts together. We map the main narrative fallacy of actors in our system boundaries • System 1 & System 2 – Taken from Danial Kahneman book. Mapping system 1&2 of main players. • Mental models – Capturing players mental model. • Strategic Behavior (game theory) - Capturing players Strategic Behavior. Phase 2 - Understanding the People
  10. 10. • Reinforcing loops – loops between variables that reinforce growth or decline • Balancing Loops – loops between variables that create balance in the system • linked loops – Combination of reinforcing and balancing loops • Architypes – Predefine linked loops that depict known issue • Delays – Delay of the causal of A on B • Dynamic behavior and model verification – Verification methods of the model Phase 2 - Depicts the challenge as causal loop diagrams
  11. 11. • Stocks – “Sinks” that hold physical/virtual measurable things • Flows – Pipes that connect two stocks and enforce a flow from one to another • Delays – Events that cause delays to normal flow • Behavior Over Time Diagram – How stocks behave over time • Structure-Behavior Pair – 9 predefined known behaviors • Graphical Function Diagram – How flow causes impact of one stock on another. • Policy Structure Diagram – Stocks, flows, vibrable and delays in one diagram that can be used as a simulation Phase 2 - Depicts the challenge as flow diagrams
  12. 12. • Using dedicated software (like Insight Maker) to run different simulations and gain understanding how the system is working and how potential changes will impact the system • Computer models enforce to connect all the elements of flow diagrams. Phase 2 - Computer Model
  13. 13. • Synchronization – How peer influence work in the system. • Recruiting - How agents recruit other agents in the system. • Sorting - How change locations of agents in the system impact the system • Assimilation - How System’s agents absorb and integrate information * Agents = human parts of the system (including groups) Phase 2 - Aggregated interaction
  14. 14. • Identify: • negative reinforcing loops • balancing loops • delays of flows • Network optimization • Aggregate interaction Opportunities • Mental models and strategic behaviors Phase 3 – Identify Causal and Flow Issues
  15. 15. • Realize what is the root cause and the symptoms • List all symptoms, categories we used and causal factors • Define the root cause, categories used and casual factors Phase 3 – Realize Symptoms find root cause
  16. 16. • Synthesis: • List of recommended changes in management system, Org structure, People, Culture and Technologies • Analysis: • List recommended changes in business processes Phase 3 – Search for leveraging points
  17. 17. • Using Fishbone to show: • Symptoms • Root cause • Categories • Cause facts Phase 4 - Root cause, symptoms, categories, and cause factors – Galaxies Fishbone
  18. 18. • Priorities the list of recommendations • Defined estimated effort, cost and benefit of each Item Phase 4 - Recommended changes and their impact on the business
  19. 19. Thank You For more information on our unique approach: E-mail: Call: 781 708 3550 Website: