Sask LA Syst Think


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Brief introduction to systems thinking and how it can present opportunities for libriarians.

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  • Name, where I work, how long we’ve been doing Syst Thnkng, point that it has aided me in strat. Do just a short intro. / genesis of the interest and effort Mention sara and rebecca Mention patient safety and follow up presentation at 11am in this room. State this is a complex issue and difficult to cover in a short amount of time. The goals are to peak your interest point you toward a few reference and generate dialogue and thinking on the concept.
  • Sask LA Syst Think

    1. 1. Systems Thinking for Librarians: An introductory discussion May 1, 2009 Lorri Zipperer, Cybrarian, ZPM Instructor Saskatchewan Libraries Conference, Saskatoon SK April 20-May 2, 2009
    2. 2. <ul><li>Understand the basic premise of systems thinking </li></ul><ul><li>Identify behaviors that systems thinkers adopt </li></ul><ul><li>Discuss opportunities that system thinking presents to librarians and their staff members </li></ul>Session Objectives
    3. 3. Systems thinking— a discipline that… <ul><li>Builds collective thinking for sustained change </li></ul><ul><li>Commits to learning from failure </li></ul><ul><li>Works to dismantle the effects of silo-based activity </li></ul><ul><li>Respects how humans can affect the system </li></ul><ul><li>Sees the behavior and interaction of the parts within the context of the whole </li></ul><ul><li>Solves problems in non-linear fashion </li></ul>
    4. 4. Systems Thinking: useful when contending with: <ul><li>Complex problems that involve helping many actors see the connectedness of the “big picture” and not just their part of it </li></ul><ul><li>Recurring problems or those that have been made worse by past attempts to fix them </li></ul><ul><li>Short-term thinking -- with long-term consequences </li></ul><ul><li>Problems where solutions are not obvious </li></ul>
    5. 5. A Method of Problem Solving A resilient and confident patient safety culture Develop collective mindfulness Isolate causes and affix blame Serious errors & patient harm Symptomatic Solution Fundamental Solution Delay Delay Side Effect B B R Dampened conversation about small errors and “work-arounds” Fear about being blamed R © Keith McCandless SOCIAL INVENTION GROUP, Seattle, WA
    6. 6. A Dose of Reality <ul><li>Barriers to Systems Thinking: Experience from the Field </li></ul><ul><li>Personal time constraints </li></ul><ul><li>Cultural and value-based </li></ul><ul><li>Leadership </li></ul><ul><li>Knowledge </li></ul>From evaluations of the 2004 Course in Nashville
    7. 7. Linear vs Systems Thinking Ollhoff J, Walcheski M. Making the jump to systems thinking. The Systems Thinker. June/July 2006;17(5):9-11 Try to identify patterns Are concerned with assigning blame Are concerned with the underlying dynamics Try and fix the symptoms Are concerned with process Are concerned with content Are concerned with the whole Break things into component pieces Systems Thinkers Linear Thinkers
    8. 8. Linear vs Systems Thinking, cont’d Ollhoff J, Walcheski M. Making the jump to systems thinking. The Systems Thinker. June/July 2006;17(5):9-11 Believe organizations are unpredictable in a chaotic environment Believe organizations are predicable and orderly Care about content but are more attentive to interactions and patterns of communications Care only about the content of communication Try to find patterns amid the chaos Try to control chaos to create order Systems Thinkers Linear Thinkers
    9. 9. <ul><li>Find new ways of looking at things </li></ul><ul><li>Drive desire to seek deeper understanding of complex situations </li></ul><ul><li>Open doors to new approaches and partnerships for change </li></ul><ul><li>Engender competencies that enhance leadership </li></ul>Impact on Behavior
    10. 10. Peer comparison: Identifying Opportunities for Improvement <ul><li>Partnered with: </li></ul><ul><li>Jan Sykes / Information Management Services, Inc. Sought to: </li></ul><ul><li>Collect data from the field </li></ul><ul><li>Develop a web-based learning community on the topic of systems thinking for librarians </li></ul><ul><ul><li> </li></ul></ul><ul><li>Support personal growth </li></ul><ul><li>Published results with: Sara Tompson </li></ul><ul><li>Funded by SLA Endowment Fund/sponsored by SLA Bio/Med Division </li></ul>
    11. 11. Study of Librarian Behaviors <ul><li>Oriented around key Systems Thinking components </li></ul><ul><ul><li>Interconnectedness </li></ul></ul><ul><ul><li>Partnership and leverage </li></ul></ul><ul><ul><li>Personal mastery </li></ul></ul><ul><ul><li>Discussion and dialogue </li></ul></ul>
    12. 12. Key Results of Survey <ul><li>Interconnectedness: (average 56% strongly agree) </li></ul><ul><li>Partnership and Leverage (average 33% strongly agree) </li></ul><ul><li>Personal mastery: (average 43% strongly agree) </li></ul><ul><li>Discussion and dialogue: (average 55% strongly agree) </li></ul>Zipperer L, Tompson S. Systems Thinking – A new avenue for involvement and growth in the profession. Information Outlook . 10:12 (December 2006), pp. 16-20.
    13. 13. Systems Thinking / Application Points <ul><li>Service design / redesign </li></ul><ul><li>Team involvement and contribution </li></ul><ul><li>Knowledge management and organizational learning </li></ul><ul><li>Relationship / network building </li></ul><ul><li>Problem solving / sustainable solution design </li></ul>
    14. 14. One Quick Tool: The Five Whys <ul><li>Why X 5 to get at: </li></ul><ul><ul><li>Who, What, When, Where, Why </li></ul></ul><ul><li>What are you trying to accomplish </li></ul><ul><li>Determine the root cause </li></ul><ul><li>Identify possible solutions </li></ul><ul><li>Limitations of the 5 Whys </li></ul>Fieldbk 108 - 112
    15. 15. The Five Whys Time Place Root Object Subject Objective Why? Why? Why? Cause Why? Why?
    16. 16. The 5 Whys in Library-Land <ul><li>What cause the Fed Ex package to not be delivered? </li></ul><ul><li>Why is the document delivery position so hard to retain? </li></ul><ul><li>Patron complaint to Library Board re online journal collection </li></ul>
    17. 17. System Thinking as a Strategic Management Tool <ul><li>Leverage </li></ul><ul><li>Understanding where to place changes strategically </li></ul><ul><li>Learning from how the “system” reacts to changes over time </li></ul>
    18. 18. Helping Organizations Learn <ul><li>Five disciplines of a learning organization </li></ul><ul><li>Systems Thinking </li></ul><ul><li>Personal Mastery </li></ul><ul><li>Mental Models </li></ul><ul><li>Building Shared Vision </li></ul><ul><li>Team Learning </li></ul>Senge. 5th Discp. pp. 6-10.
    19. 19. References and Tools <ul><li>Senge, Peter M. The Fifth Discipline Fieldbook: Strategies and tools for building a learning organization . 1994. </li></ul><ul><li>Senge, Peter M. The Fifth Discipline: The art and practice of the learning organization . 1990. </li></ul><ul><li>Zipperer L, Tompson S. Systems Thinking – A new avenue for involvement and growth in the profession. Information Outlook . 10:12 (December 2006);16-20. </li></ul><ul><li>Systems Thinking Perspective project </li></ul><ul><ul><li> </li></ul></ul><ul><ul><li>Glossary </li></ul></ul><ul><ul><li>Readings </li></ul></ul><ul><ul><li>Weblinks </li></ul></ul>
    20. 20. Continue the Conversation <ul><li>Lorri Zipperer / </li></ul><ul><li>[email_address] </li></ul>