The document discusses systems thinking approaches that are useful for business analysts. It defines systems thinking as seeing wholes and considering how system parts interact, as opposed to breaking problems into separate parts. A key aspect of systems thinking is understanding feedback loops within a system and how the system responds. The document also discusses emergent properties that arise from whole systems rather than individual parts. It advocates taking a holistic view of an organization using approaches like POPIT that consider how people, processes, information and technology interact. The document outlines various systems thinking techniques including rich pictures, CATWOE analysis and conceptual modeling to understand problems from different perspectives.

1. Systems Thinking
for Business Analysts
Paul Turner
Riga 5th November 2013
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2. The breadth of Business Analysis
Business Architecture
Strategic analysis
Business analysis
Systems Thinking
Business case
Systems Modelling
Requirements engineering
Solution development
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Agile development

3. Systematic approach v systems thinking
Systematic approach
Divide each difficulty into as
many parts as is feasible and
necessary to resolve it.
Rene Descartes
Systems thinking (systemic)
A discipline for seeing wholes.
Peter Senge
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4. Systems thinking
Inputs
Business system
Outputs
Feedback
Systems have feedback loops and the system must react to this feedback
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5. Systems thinking
Inputs
Outputs
Feedback
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6. Systems thinking
Inputs
Outputs
Feedback
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7. Emergent properties of systems
Characteristics that emerge from the
system as a whole rather than just by
adding up the characteristics of the parts.
Systems
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Interactions
Emergent
properties

8. POPIT™ – taking a holistic approach
A holistic approach to
understanding business systems
Organisation
Avoid silo thinking
Information
&
Technology
People
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Processes

9. Can you see the whole picture?
The story of the six blind men
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10. Systemic change
Systemic change is one where
the impact of any change is considered
in respect of the whole ,and the
relationships between the individual
parts to one another
See the bigger picture
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11. Cause and effect
The solution to one
problem may cause
another bigger
Problem
We may act to produce
short term benefits
leading to long term
costs
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12. The basic disease of the hierarchy
From
Management
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Values
Vision
Control
To
Organisation
Mental Models

13. The customer viewpoint…
The organisation
The customers
Systems thinking
Needs
Customer focus
Expectations
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14. High level vision or detailed inspection
We need to get a balance between a long
term vision of a possible future . . . .
. . . . . and the reality of the detail of
the current situation.
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15. Clarity of Vision
“In every block of marble I see a
statue as plain as though it
stood before me, shaped and
perfect in attitude and action.
I have only to hew away the
rough walls that imprison the
lovely apparition to reveal it to
the other eyes as mine see it.“
Michelangelo
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16. Mental Model
Systems thinking without
mental models is like
flying without navigation
It involves:
• Holistic thinking
• Backward thinking
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17. Simplicity and completeness of the solution
“Things should be done
as simple as possible –
but no simpler”
Albert Einstein
Think outside the box.
What box?
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18. Soft Systems approach
Rich pictures
A real-world
situation of
concern
Systems of
purposeful activity
Comparison of models of the system
with the perceived real situation
Definition of actions needed in
order to improve the situation
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19. Rich Pictures
A picture is worth a thousand words
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20. Soft Systems approach
Rich pictures
A real-world
situation of
concern
Business perspectives
and values
CATWOE
Comparison of models of the system
with the perceived real situation
Definition of actions needed in
order to improve the situation
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Systems of
purposeful activity

21. Business Perspectives and values
You’re right from your side
and I’m right from mine
Bob Dylan
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22. Soft Systems approach
Rich pictures
A real-world
situation of
concern
Business perspectives
and values
CATWOE
BAM
Comparison of models of the system
with the perceived real situation
Definition of actions needed in
order to improve the situation
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Systems of
purposeful activity
Conceptual
Modelling
and Gap
Analysis

23. Systems thinking - summary
Clarity of vision
Disease of the hierarchy
Emergent properties
Levels of vision
Simplicity and completeness
Systemic change
Properties of a system
Gap Analysis
Cause and effect
Perspectives and values
Mental Models
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Rich Pictures
Whole picture

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25. Systems Thinking
for Business Analysts
Paul Turner
paul.turner@assistkd.com
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