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Systems for trustees
- 1. Systems Thinking ForTrustees June 2011
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- 3. Education Issue 1 •Despite years of research, education, promotion of alternatives, most teachers still prefer a “stand and deliver” lecture style of instruction. Transferring my notes to your notebooks without going through either of our brains!
- 4. Education Issue 2 •Despite the fact that it was designed to meet the needs of a rural, agricultural society and may no longer be relevant or functional, the annual school calendar remains fundamentally the same.
- 5. Education Issue 3 •Despite numerous interventions and government programs, student graduation rates remain stuck at about 80%.
- 6. Why A DifferentApproach? “Theworldwehavemadeas a resultof thelevelof thinkingwehavedonethusfarcreatesproblemswe cannotsolveat thesamelevelof thinkingat which wecreatedthem” Albert Einstein
- 7. A Definition OfInsanity Doing the same things in the same way you have always done them … and expecting different results!
- 8. Three Types ofChallenges • Simple: learning keyboarding skills • Complicated: learning to play the violin • Complex: learning to raise a child
- 9. Three Types ofChallenges • Simple: learning keyboarding skills • Complicated: learning to play the violin • Complex: learning to raise a child Many modern leadership challenges are of the “complex” variety: non-linear, ambiguous and continuous. Nothing is ever completely “fixed”.
- 10. Systems Thinking • SYSTEM:a perceived whole whose elements “hang together” because they continually affect each other over time and operate toward a common purpose.
- 11. Systems Thinking • SYSTEM:a perceived whole whose elements “hang together” because they continually affect each other over time and operate toward a common purpose. • SYSTEMS THINKING: the discipline of thinking in wholes – of seeing the big picture as well as the parts; the relationships and trends as well as the isolated actions.
- 12. Systems Thinking –Key Ideas • It is hard to see the system when you are in it • You need to see the whole and the parts – the forest & the trees • Stable systems want to stay the same • Small changes can lead to big results • Quick fixes often backfire • We think and behave individually and collectively in patterns • We don’t always notice the patterns unless we pay close attention • By understanding patterns, we can discover leverage points for improving personal & organizational performance.
- 13. Working With SystemsThinking • See the system • Analyze the system • Look for leverage points • Consider unanticipated consequences • Implement changes slowly • Be patient: don’t expect immediate results • Pay continuous attention
- 14. Questions - Pictures •What do you see in the picture? What is going on? Tell the story. • What questions could you answer by looking at the picture? • What other data would you like to gather from looking at the picture? • What can you predict by looking at the picture?
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- 16. Picture 1 1. Whatdo you see in the picture? What is going on? Tell the story. 2. What questions could you answer by looking at the picture? 3. What other data would you like to gather from looking at the picture? 4. What can you predict by looking at the picture?
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- 18. Picture 2 1. Whatdo you see in the picture? What is going on? Tell the story. 2. What questions could you answer by looking at the picture? 3. What other data would you like to gather from looking at the picture? 4. What can you predict by looking at the picture?
- 19. Picture 3 Source: Banyai,Istvan ZOOM, Puffin Books, Toronto, 1995
- 20. Picture 3 Source: Banyai,Istvan ZOOM, Puffin Books, Toronto, 1995 1. What do you see in the picture? What is going on? Tell the story. 2. What questions could you answer by looking at the picture? 3. What other data would you like to gather from looking at the picture? 4. What can you predict by looking at the picture?
- 21. Pictures Discussion • Whatlessons about systems thinking and seeing systems can you learn from the pictures activity?
- 22. See The System •Recognize “blind spots” and limitations • Take different perspectives • Use brainstorming and other “mind opening” activities • Draw the system – make it visible • Consider cause-effect relationships
- 23. 23 • It mimics(supposedly) the way the brain works • It uses a “picture” which may stimulate the right side of the brain • It shows links and connections • It captures the system of thought • It prepares us for thinking systemically • It is fun! Mind Mapping To See The System
- 24. 24 How to MindMap Topic/Question Use Brainstorming Rules!
- 25. 25 How to MindMap Topic/Question Level 1 Response Level 1 Response Level 1 Response Level 1 Response Use Brainstorming Rules!
- 26. 26 How to MindMap Topic/Question Level 1 Response Level 1 Response Level 1 Response Level 1 Response Level 2 Response Level 2 Response Level 2 Response Level 2 Response Level 2 Response Level 2 Response Level 2 Response Level 2 Response Use Brainstorming Rules!
- 27. 27 Sample Mind Map- Education MindGenius
- 28. Be Cautious AboutQuick Fixes Cart wheel is squeaky Symptom
- 29. Be Cautious AboutQuick Fixes Cart wheel is squeaky Apply water Symptom Fix
- 30. Be Cautious AboutQuick Fixes Cart wheel is squeaky Apply water Symptom Fix Axel gets rusty Unintended consequences
- 31. Quick Fixes • Whatare your “squeaky wheels”? • What “quick fixes” have you applied? • What have been the consequences?
- 32. Leverage: Monkey Theory •Chimpanzees share 99.4% of our human DNA • What is the .6% that makes us different? Leverage: the small interventions that over time make the biggest difference.
- 33. Leverage: Places ToIntervene 1. Numbers – adjustments to “faucets” like minimum wage 2. Information availability 3. The rules of the system 4. The goals of the system 5. The mindset or paradigm out of which the system arises
- 34. Your Leverage Challenge Whatare the small things you could do in your school district that would bring about the most beneficial changes with the least possible undesirable side effects?
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