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Systems Thinking for Product Managers
This document discusses systems thinking and provides tools and concepts to help understand and change systems. It defines a system as interconnected parts that produce characteristic behaviors. It discusses hard and soft systems, and that problems cannot be "fixed" but situations improved. Understanding comes from modeling relationships and influences through tools like iceberg models, rich pictures and customer journeys. Changing systems involves altering information flows, rules and goals which are high leverage points. References for further learning are provided.
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Systems Thinking for Product Managers
- 1. the Systems Thinking for ProductManagers Johanna Kollmann | @johannakoll | MTP Engage 2017
- 3. “A system is aset of elements or parts often classified as its function or purpose.” that is coherently organized and inter-connected in a pattern or structure that produces a characteristic set of behaviors, Donella Meadows
- 4. HARD systems SOFT systems ! Youcan’t “fix”problems with systems thinking, instead there are “situations you could improve”. Peter Checkland
- 5. Systems exhibit purposefulbehaviour over time. Systems get ‘soft’, unpredictable once humans are involved.
- 6. “Systems-based thinking isthe process of understanding how things influence one another. ! Then drawing on that knowledge to create efficiencies of process, infrastructure and communication.” Abby Covert
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- 9. Use this toolto help you think more systemically! THE ICEBERG MODEL EVENTS What is happening? PATTERNS OF BEHAVIOR What trends are there over time? SYSTEMS STRUCTURE How are the parts related? What influences the patterns? MENTAL MODELS What values, assumptions, + beliefs shape the system? IncreasingLeverage Download at: http://donellameadows.org/systems-thinking-resources/
- 10. Checkland’s ‘Rich Picture’ 1.Construction of the Humber Bridge (adapted from Stewart and Fortune, 1994)© The Open University 2. Distance Learning Situation © Wood-Harper et al, Information Systems Definition: The Multiview Approach, Blackwell Scientific Publications 1985
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- 12. Facilitate a sharedunderstanding: collaborate on mapping the system.
- 13. Customer journey maps Serviceblueprints System relationship maps
- 14. Models are thestarting point to look at the situation, and see what change should be introduced, and how.
- 15. Use this toolto help you think more systemically! THE ICEBERG MODEL EVENTS What is happening? PATTERNS OF BEHAVIOR What trends are there over time? SYSTEMS STRUCTURE How are the parts related? What influences the patterns? MENTAL MODELS What values, assumptions, + beliefs shape the system? IncreasingLeverage Download at: http://donellameadows.org/systems-thinking-resources/
- 16. Measuring tools Custom analysisbased on raw data Logging tools Dashboard (combined with qualitative research!)
- 17. 2 things topay attention to in a system: 1) Stocks & Flows 2) Feedback loops
- 18. 1)Stocks & Flows inflowoutflow information feedback, control stock Conversion, churn rates
- 19. 2)Feedback loops A feedbackloop occurs when a change in something ultimately comes back to cause a further change in the same thing. Reinforcing Loop (positive loop) births/year population Population Growth Balancing Loop (negative or goal-seeking loop) heat Thermostat temperature target temperature temperature gap Viral engines of growth
- 20. By the timeyou see what is going on in a system, it has already happened - and you are already a step behind.
- 21. Look at systemsbehaviour over time, rather than focusing on single events. ! Spot trends, and ask: ‣What came before? ‣What might happen next?
- 22. Model systems througha collaborative process. Make changes in system behaviour visible. Look for trends, rather than focusing on single events.
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- 24. Use this toolto help you think more systemically! THE ICEBERG MODEL EVENTS What is happening? PATTERNS OF BEHAVIOR What trends are there over time? SYSTEMS STRUCTURE How are the parts related? What influences the patterns? MENTAL MODELS What values, assumptions, + beliefs shape the system? IncreasingLeverage Download at: http://donellameadows.org/systems-thinking-resources/
- 25. Structure of informationflows ‣How does information flow through the system? ‣What information is shown, how, and to whom? ‣Who can manipulate and control information? For reference: Donella Meadows, http://donellameadows.org/archives/leverage-points-places-to-intervene-in-a-system/
- 26. For reference: DonellaMeadows, http://donellameadows.org/archives/leverage-points-places-to-intervene-in-a-system/ Rules of the system ‣Constraints, social rules, rules about roles of actors in the system ‣Who can take which actions? ‣How can actors in the system engage?
- 27. ‘Circles of Influence’mapping canchange directly can influence outside of control/influence
- 28. Use this toolto help you think more systemically! THE ICEBERG MODEL EVENTS What is happening? PATTERNS OF BEHAVIOR What trends are there over time? SYSTEMS STRUCTURE How are the parts related? What influences the patterns? MENTAL MODELS What values, assumptions, + beliefs shape the system? IncreasingLeverage Download at: http://donellameadows.org/systems-thinking-resources/
- 29. Information flows areeffective leverage points. Rules can facilitate and prevent change. Goals drive systems behaviour.
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- 31. Cynefin Framework|Dave Snowden http://cognitive-edge.com/ DonellaMeadows Institute http://donellameadows.org/systems-thinking-resources/
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