This presentation was created and delivered by Terrie Chan, Associate of the MaRS Solutions Lab for the Toronto Design Offsite Symposium on January 23rd, 2016.
Additional resources:
1) Brenda Zimmerman on Complexity: http://tamarackcommunity.ca/ssi8.html
2) Useful blog on the difference between a complicated vs. complex problem: https://larrycuban.wordpress.com/2010/06/08/the-difference-between-complicated-and-complex-matters/
3) Peter Senge's Fifth Discipline Fieldbook (useful for tools): http://www.amazon.ca/The-Fifth-Discipline-Fieldbook-Organization/dp/0385472560
4) Harvard Business Review's article 'Design for Action' by Tim Brown + Roger Martin: https://hbr.org/2015/09/design-for-action
5) WISIR's Social Innovation Lab Guide: https://uwaterloo.ca/waterloo-institute-for-social-innovation-and-resilience/projects/social-innovation-lab-guide
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2. It provides descriptions of structural and dynamic complexity for both organizational and IT aspects of projects. Examples of factors that can contribute to complexity are given.
3. The document references principles of agile methods like Scrum and ideas from complexity science to argue that self-organizing teams can help deliver value through distributed control, feedback, and continuous adaptation.
Summary talk of the underlying philosophy, guiding principles, targeted behavior change products, and process of agile science for creating, optimizing, repurposing, and curating tools and evidence.
The document discusses new approaches to cluster management, including adding uncertainty to strategy and planning, adding coaching approaches, and adding startup concepts to innovate clusters. It promotes becoming a creative networker under uncertainty by increasing collaboration, leveraging surprise, embracing diversity, failing early, and sharing what is learned. The presentation encourages applying effectuation principles and design thinking to cluster management.
The document discusses new approaches to cluster management including adding uncertainty to strategy and planning, incorporating coaching approaches, and adopting startup concepts to drive innovation in clusters. It promotes embracing diversity, failing early, and sharing knowledge openly. The presentation also explores effectuation principles and using networks of stakeholders to leverage surprises and uncertainties. The goal is to move from knowledge workers to creative networkers who can thrive with less predictability and more collaboration.
ISSS Visual Languages in Systemic DesignPeter Jones
This document discusses the potential for integrating visual languages from systems thinking into design practice to enhance understanding of complex social and service systems. It argues that systemic thinking is better expressed through design languages than traditional systems formalisms. Various existing visual languages from fields like system dynamics and soft systems methodology are presented, but the document advocates developing systems practices directly from a design perspective to address gaps in addressing complexity through design. Examples from redesigning healthcare systems and supply chains are provided to illustrate how visual languages can help uncover patterns and relationships to inform systemic design.
Can government innovate and leverage innovation ?
Yes it can - Chief Disrupter has been repurposing methods from tech and start up to support government and NGOs embrace change and participate in the Innovation economy.
Look at agile starting from thermodynamicsPhilip Wang
1. The document discusses concepts related to agile and complexity including self-organizing systems, emergence, and the second law of thermodynamics.
2. It provides descriptions of structural and dynamic complexity for both organizational and IT aspects of projects. Examples of factors that can contribute to complexity are given.
3. The document references principles of agile methods like Scrum and ideas from complexity science to argue that self-organizing teams can help deliver value through distributed control, feedback, and continuous adaptation.
Summary talk of the underlying philosophy, guiding principles, targeted behavior change products, and process of agile science for creating, optimizing, repurposing, and curating tools and evidence.
The document discusses new approaches to cluster management, including adding uncertainty to strategy and planning, adding coaching approaches, and adding startup concepts to innovate clusters. It promotes becoming a creative networker under uncertainty by increasing collaboration, leveraging surprise, embracing diversity, failing early, and sharing what is learned. The presentation encourages applying effectuation principles and design thinking to cluster management.
The document discusses new approaches to cluster management including adding uncertainty to strategy and planning, incorporating coaching approaches, and adopting startup concepts to drive innovation in clusters. It promotes embracing diversity, failing early, and sharing knowledge openly. The presentation also explores effectuation principles and using networks of stakeholders to leverage surprises and uncertainties. The goal is to move from knowledge workers to creative networkers who can thrive with less predictability and more collaboration.
ISSS Visual Languages in Systemic DesignPeter Jones
This document discusses the potential for integrating visual languages from systems thinking into design practice to enhance understanding of complex social and service systems. It argues that systemic thinking is better expressed through design languages than traditional systems formalisms. Various existing visual languages from fields like system dynamics and soft systems methodology are presented, but the document advocates developing systems practices directly from a design perspective to address gaps in addressing complexity through design. Examples from redesigning healthcare systems and supply chains are provided to illustrate how visual languages can help uncover patterns and relationships to inform systemic design.
Systemic Design Principles & Methods (Royal College of Art)Peter Jones
For a guest lecture for Qian Sun and the RCA Service Design program, April 29, 2015, Talk based on the 10 shared design principles for complex social systems, related to the 2014 paper: https://ocad.academia.edu/PeterJones and http://designdialogues.com/publications/
UX Strategy: A Systems Design Approach to InnovationLiam Friedland
Understanding systems behavior is an essential part of any UX strategist’s toolkit. In this talk, we'll introduce systems-thinking concepts that are of practical use to UX strategists in their day-to-day planning, organizing, and influencing. We discuss businesses as systems, or holoarchies, and introduce some simple, yet powerful tools for analyzing organizational stakeholders and creating influencing strategies.
Finally, we present User Experience (UX) itself as a meme for driving organizational renewal through innovation. We'll use several examples to illustrate how UX is a systems-thinking paradigm.
Learn how to transition from being an impotent, passive, holon subordinate to a regime-altering butterfly.
Presented by Liam Friedland & Jon Innes to the Silicon Valley IXDA group on 28 May 2014
Designing the Systems Sciences - AHO, Oslo, Oct 2012 Peter Jones
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Mathematicians, Social Scientists, or Engineers? The Split Minds of Software ...Lionel Briand
This document discusses the split identities of software engineering researchers between being mathematicians, social scientists, or engineers. It notes there are three main communities - formal methods and guarantees, human and social studies, and engineering automated solutions - that have different backgrounds, languages, and research methods. While diversity is good, the communities need to be better connected to work together to solve problems. The document calls for more demand-driven, collaborative research with industry to have a greater impact and produce practical solutions.
Applying Systems Thinking to Software ArchitectureMatt McLarty
Matt McLarty discusses applying systems thinking concepts to software architecture. He explains that software systems are sociotechnical systems and outlines several systems thinking models that can be useful for software architecture, including stocks and flows, feedback loops, system archetypes, and leverage points. He provides an example of how using these models could help a company called ST3, Inc. address challenges with frequent software release failures by shifting perspectives and increasing self-organization among product teams.
Overview of what makes good systems research for the 2012 NSF Social Computing Systems (SoCS) PI Meeting held at the University of MIchigan, Ann Arbor (Jun 17-19, 2012)
Here are some key points to discuss regarding the change implications of moving from component teams to feature teams:
- Ex-functional managers and component managers may feel a loss of control and identity as their direct reports are redistributed to cross-functional teams. Their role needs to transition from managers to coaches/advisors.
- Specialists may feel anxious about broadening their skills beyond a single specialty. Teams will need to support specialists to gradually expand their capabilities over time.
- Communication patterns will change significantly. Component teams had well-defined interfaces, but feature teams will need to collaborate more openly. New norms around collaboration will need to be established.
- Technical decisions may become more decentralized. Feature teams will need guidance on balancing
Goal Dynamics_From System Dynamics to ImplementationAmjad Adib
1) The document describes a PhD research proposal on developing dynamic modeling methods for goal dynamics and multi-agent systems.
2) The research aims to analyze and capture goal dynamics in social contexts and provide intelligent agents that can handle complex, distributed events in real-time.
3) The methodology involves defining artifacts and processes, modeling tools, and evaluating the results against objectives through case studies and simulations.
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The main mission of systems-oriented design is to build the designer’s own interpretation and implementation of systems thinking so that systems thinking can fully benefit from design thinking and practice and vice versa.
SMART Infrastructure Facility was pleased to host Dr Ruth Deakin Crick, a Reader in Systems Learning and Leadership, at University of Bristol, UK as she presented ‘Learning Journeys: making learning visible in developing infrastructure futures’ as part of the SMART Seminar Series on October 16th, 2014.
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This document provides notes from a digital business workshop. It includes:
- An agenda covering introductions, reviewing previous topics, exercises and presentations, and next steps.
- An introduction to the workshop facilitator and information on how to connect with her online.
- A discussion of previous workshop topics including the scope of AI and jobs of the future.
- Key topics for the day including defining digital business, analyzing macro trends through PESTLE analysis, and discussing waves of digital disruption.
1. The document discusses new trends in enterprise architecture, including what approaches and frameworks Gartner recommends. It summarizes different schools of systems thinking and the roles and skills required of enterprise architects.
2. Key skills discussed for enterprise architects include acting as a change agent, communicator, leader, and modeler. Additional skills emphasized are having competencies in conflict resolution and consensus building.
3. The role of enterprise architects is changing to require more dialogic skills like listening, managing disagreement, and facilitating empathy to address complex problems.
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We now live in a world where we trust intelligent systems blindly, believing in their rationality and objectivity. However, in reality this is far from the truth.
In this talk given at the City.AI Singapore chapter, we explored the nature, implications and handling strategies for Model Bias in AI.
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How to create best-in-class workplace experiences in 2017ISS Group
Over the years, the “workplace” has become an area where facility managers are able to develop a deeper connection between the organization’s values and stakeholders through a series of shared Facility Management experiences.
Today, creating best-in-class workplace experiences is on the 2017 agenda of every great facility manager and business leader.
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My degree is an EDD in Performance Improvement LeadershipSyste.docxgriffinruthie22
My degree is an EDD in Performance Improvement Leadership
Systems Thinking and Problems of Practice
Evidence-Based Practice
One of the design concepts attributed to successful EdD programs is the scholarly practitioner, which The Carnegie Project on the Education Doctorate (n.d.) defines as practitioners who:
Blend practical wisdom with professional skills and knowledge to name, frame, and solve problems of practice. They use practical research and applied theories as tools for change because they understand the importance of equity and social justice. They disseminate their work in multiple ways, and they have an obligation to resolve problems of practice by collaborating with key stakeholders, including the university, the educational institution, the community, and individuals. (Design-Concepts Upon Which to Build Programs section)As you move toward the final weeks of our course, a high priority for all who lead learning is the application of systems thinking as you identify a problem of practice relevant to your organization.
As noted by Dirkx (2006):
The demand for evidence-based research (EBR) in education has evoked considerable debate regarding the nature of knowledge practitioners hold, how they come to know, and the sociopolitical contexts in which that knowledge is generated. Proponents of EBR such as Michael Feuer stress the need for research that validly identifies solutions to important problems of educational practice. Critics such as Elizabeth St. Pierre decry such approaches to research on practice as epistemologically inappropriate and oblivious to their political and moral implications. Both positions illuminate important dimensions of improving practice, but what works seems to get lost in the rhetoric. In this article, the author suggests that we in adult education take seriously the question of what works in practice by developing a knowledge base grounded in research methods and strategies that give voice to the particularities of practice contexts, what he refers to as the "insider perspective." (p. 273)
As you proceed through your EdD program, you will be required to identify a problem of practice, not simply an isolated problem in your organization, but instead a problem of practice that is clearly supported in the professional literature. Note that such problems were most likely identified as you developed the Literature Review assignment—all work of doctoral scholars must be firmly corroborated in the literature and research relevant to your organization’s problems of practice.
As you work to identify a problem of practice in your organization, please note the imperative to apply systems thinking. As noted by Senge, Cambron-McCabe, Lucas, Smith, Dutton, and Kleiner (2012):
Systems thinking is the ability to understand (and sometimes to predict) interactions and relationship in complex, dynamic systems—the kinds of systems we are surrounded by and embedded in. Some of the systems already under study in clas.
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- Specialists may feel anxious about broadening their skills beyond a single specialty. Teams will need to support specialists to gradually expand their capabilities over time.
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10. “Design thinking is a human-
centered approach to
innovation that draws from the
designer's toolkit to integrate
the needs of people, the
possibilities of technology, and
the requirements for business
success.”
- Tim Brown, IDEO
17. “Businesses and human
endeavors are systems… we
tend to focus on snapshots of
isolated parts of the system.
And wonder why our deepest
problems never get solved.”
- Peter Senge
19. “You think because you
understand “one” that you
must therefore understand
“two” because one and one
make two. But you forget that
you must also understand
“and”.”
- Sufi teaching story
1) What are PSI labs and why do we tackle specifically complex challenges? To begin -
The hypothesis to how you get from point A to B is generally pretty clear, you are quite certain of the kinds of people you need in order to solve this problem, and the problem space you’re playing with is pretty stable – the laws of gravity won’t change while you’re trying to build a rocket, the costs of materials won’t fluctuate… So your trajectory for tackling this problem is quite clear.
But complex problems function differently. Problems like student hunger– why do kids go hungry? There are many reasons why kids go hungry and they will differ if you’re trying to solve it in Toronto vs. Canada vs. Hong Kong.
Based on which neighborhood the kid lives in, in what country, under which education jurisdiction, and in what family… the cause and effect of the problem can be very different.
You need a team . You need to collaborate with as many people involved within the system as possible. And as you learn deeper about the problem space,
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Empathize: when you deeply understand the needs and motivations of the users you’re trying to design for
Define: this is actually the main reason why I got into practicing design thinking is really understanding the problem to
And as a practitioner, you would probably agree that it looks much more like
But design thinking has generally defaulted into improve our world through products and experiences
Implementation design –
We all live in systems. Our family is a system. And everyday we move from different systems to other systems, and we are both influenced by and influence systems.
Our current mode of planning and analysis won’t work to solve our deepest problems. Actually, the root of the word “analysis” means “to break into constituent parts”.
Greek verb – what is that thing that holds a system together?
What motivates a system to create the unintentioned outcomes that no one expected?
And for a visual representation of this -
DT is really good at mapping out the users and the institutions and more importantly, deeply understanding the motivations and desires of these individual users and institutions
And when you add on ST, you begin to really understand the relationships between these different actors -
And particularly - How strong are those connections? How do they influence eachother?
And perhaps we drew those connections based on the assumptions in our head, and in reality, those are just loose ties. And these are really important information to know, because as human beings, as much as we’d like to believe, we don’t make completely rational choices. We are constantly influenced by our peers, our family, and the trend-of-the-day – and we make decisions that impacts the overall system.
Think about quinoa – how our obsession over quinoa has impacted the overall food scene in Canada and the countries that actually produce the crop.
Design Thinking: deeply understanding the user. Ie – have you talked to your friend and your friend is mad
Design Thinking: deeply understanding the user. Ie – have you talked to your friend and your friend is mad
…and our society generally invests a lot of time and energy in responding to these single events
This is our final challenge question of the lab.
We designed this lab in partnership with the Waterloo Institute for Social Innovation and Resilience – with the team there under the leadership of Frances Westley, a world-renowned researcher on social innovation labs. Much of
And from 2013-2014 we implemented three stages as part of the lab process.
During the 3-month research phase, we talked to over 70+ users and stakeholders in the tender fruit and meat value network. And the reason why we talked to individuals in the meat industry is because the initial problem brief we received is to focus on the meat industry -
This is why design research is so important – it uncovers insights to why we’re solving a problem and whether it is the right time. After 1.5 months, we realized that it was neither the leverage point or the right timing and we chose tender fruit because it was for both.
The Workshop phase is our most public-phasing work. It brings together a diverse group of stakeholders in the room to explore the problem space, co-design solutions, and find meaningful pathways to bring about change in the real world.
During the workshop phase, we generally have 3 workshops over the span of ~4 months.
The 1st workshop’s goal is to create a collective understanding and empathy for each of the users and stakeholders in the room of the system they all inhibit. This was especially true for the OTFLab because during our research phase, we found a lot of finger pointing and shifting blame on why the system works the way it does today.
So in order for us to even begin co-designing solutions, we need to break those mental models and create pathways for understanding and empathy
This part of the lab is probably most familiar to everyone. It’s when the sticky notes are out and you’re writing and dreaming and thinking and collaborating – and you are creating interventions to solve the greater problem.
Prototyping is when you take those intervention ideas and go through a process of prototyping where you often create a tangible model to help you think through the idea and use it to show others to get feedback on. During this session, we also lead participants through training like business model deveopment and pitching to prepare them to bring this idea to the real world.
Unlike many design thinking processes, implementation looks a little different for labs. Design thinking processes generally come up with one final solution whereas labs come up with multiple promising solutions and see not only what traction they get but also how these interventions will interplay with one another.
Because when we go back to how we see our system, there’s never a magic bullet to affect change and no one solution can create the seismic shift needed to change a system.
And we think that perhaps when we put out multiple solutions in the system, they may influence the entire system.
Creating Better – a proposal surrounding cold-chain management was accepted by Agri-Food Canada
Skin – the lab helped validate one of the participants’ ideas and he’s now starting a new initiative called Rhizome
Marketing – the next time you see this basket, it was influeced by the Tender Fruit lab. Now basket is now being used in all major retailers like Loblaw’s Costco, Sobeys, Wal-Mart and Metro.
New Varieties – OTF marketing board + university of guelph
So, in conclusion, what I really think we need as designers is to continuously update and increase the tools in our toolbox. Because the problems we’re facing are getting more and more complex and we need to think smarter on how to tackle our society’s most important problems.