The document introduces systems thinking through various examples and observations about the challenges faced in systems change, particularly in start-ups. It emphasizes the importance of understanding system environments and related variables to achieve enduring improvements. The text also highlights common misconceptions about cause and effect, suggesting that many apparent solutions can exacerbate existing issues.

1. introduction to
systems thinking
anupam saraph
http://anupam.saraph.in
Dedicated to my teacher and mentor late Donella Meadows
ll those systems practitioners striving to leave their systems better than they foun

2. 1. partner
2. thumb wrestle
3. keep score

3. how many
survived?
how many cycles?
strategies for
success

4. when the health
of the system is
less than
desired, you have
a problem

5. when there is a
problem, you
make decisions to
reduce the gap

6. perspectives
systems
change research

7. perspectives

8. half of all
start-ups
disappear in 5
years

9. less than a third
of all start-ups
survive their
15th year

10. there are
insufficient
orders
ceo

11. there is a
recession
economic advisor

12. the problem is
due to lack of
advertising
marketing

13. it’s due to lack
of promotion and
dealer support
sales

14. due to inaccurate
forecasting by
the marketing and
sales
manufacturing

15. budget overruns
due to high
inventories
finance

16. shortages due to
supplier delays
materials

17. we lack the
production
capacity
projects

22. do we look at the
complete picture?

23. sensex, plr,
sales, profits,
patents
indicators

24. 19K, N-deal,
tenders
events

25. auto, it, bt,
classes
sectors

26. sales,
production,
customer support,
finance
departments

27. ceo, vp, gm, mgr,
staff
actors

28. why do the
same problems
recur over time?

29. systems

30. system
environment
defines: what is within, what is outside

31. system
environment
determines the scope you have
to change the outcome

32. system
environment
determines the constraints you have to live
by

33. system
environment
creates a shared understanding of
the impact machine

34. system
environment
creates an alignment of team members

35. a language of
relationships

36. glue for parts

37. structures
sustaining parts

38. recognizing the
whole

39. outcomes result
from the whole

40. outcomes show
resistance

41. show emergence

42. are
counterintuitive

43. the whole is a
set of related
variables

44. or a collection
of feedbacks

45. or actors engaged
in a relationship

46. actions that
result in
significant,
enduring
improvements

47. buyer+seller

48. lender+borrower

49. partners in
thumb-wrestling

50. change research

51. seeking enduring
solutions

52. redesigning the
whole

53. how much impact

54. how long an
impact

55. how long to
impact

56. ImpactSpace
Impact SpeedFast Slow
Persons
System
Enduring Leverage
Make Fishing Viable
Teach Fishing
Give Fish
Enduring Impact

57. insights of
change research

58. systems draw
attention to the
very points at
which an attempt
to intervene will
fail

59. the harder you
push, the harder
the system pushes
back

60. behavior grows
better before it
grows worse

61. the easy way out
usually leads
back in

62. the cure can be
worse than the
disease

63. today's problems
come from
yesterday's
“solutions”

64. faster is many
times slower

65. cause and effect
are not closely
related in time
and space

66. many obvious
solutions fail or
actually worsen
the situation

67. long term
behavior is often
different from
short term
behavior

68. small changes can
produce big
results

69. but the areas of
highest leverage
are often the
least obvious

70. dividing the
elephant in half
does not produce
two small
elephants

71. there is no blame

72. perspectives
systems
change research

73. god, grant me the
serenity to accept
the things I cannot
change,courage to
change the things I
can,and wisdom to
know the difference