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A Brief, Very Very Brief Intro to Systems Thinking

This deck was used for a learning lunch at Mutually Human. Think of it like two lightning talks with slides. It touches on the tip of the iceberg.

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A Brief, Very Very Brief Intro to Systems Thinking

  1. 1. Brief, Very Very Brief Intro to Systems Thinking Learning Lunch
  2. 2. Goal of this slide deck • Intro on Systems Thinking • Some examples and such • Resources for diving deeper
  3. 3. Brief Intro
  4. 4. Systems thinking is fundamentally different from traditional forms of analysis.
  5. 5. Take these three parts
  6. 6. Traditionally, we might narrow in one part at a time.
  7. 7. If I change Part #1 then that will cause X to happen.
  8. 8. But in Systems Thinking, you look at entire system, and the interactions between them.
  9. 9. If I change Part #1 how does that influence Part #2? If Part #2 is influenced then how does that influence Part #3? So on and so forth.
  10. 10. Each part of the system becomes both cause and effect.
  11. 11. How does one actor in the system influence others?
  12. 12. And in what ways?
  13. 13. Concrete Example (Reinforcing Process)
  14. 14. As sales goes, so does # of customers
  15. 15. As # of customers goes, so does word-of- mouth
  16. 16. As word of mouth goes, so does sales
  17. 17. Concrete Example (Balancing Growth)
  18. 18. As relaxation exercises goes, our stress level goes in the opposite way
  19. 19. As stress level goes, so does our stress level gap.
  20. 20. There’s a decision point, our acceptable stress level informs us about using relaxation exercises.
  21. 21. Concrete Example (Shifting the Burden)
  22. 22. There’s a problem symptom ->
  23. 23. The more people we have on the bench the more likely we are to engage in a symptomatic solution.
  24. 24. Engaging in symptomatic solutions lessens our problem symptom.
  25. 25. Engaging in symptomatic solutions increases the self-imposed limit we put on ourselves for working towards fundamental solutions.
  26. 26. By limiting our availability to work towards the fundamental solution we decrease our chances of reaching the fundamental solution.
  27. 27. Engaging in a fundamental solution has a longer delay
  28. 28. As fundamental solutions go, the problem symptom does the opposite.
  29. 29. Ways of thinking
  30. 30. A Visual Language
  31. 31. A pattern library
  32. 32. are occurrences we encounter daily are accumulated “memories” of events over time are ways in which the parts of the system are organized
  33. 33. Structure Influences Behavior
  34. 34. Resources & Tooling
  35. 35. • Web-app for visualization complex information and relationships • Like github but for data visualizations • Opensource projects are free!
  36. 36. • Site with lots of good content and information around Systems Thinking
  37. 37. The Fifth Discipline • Great book. • First half, fantastic. • Second half, half fantastic. • Back quarter, quarter fantastic.