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silo effect

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Systems Thinking has been defined as an approach to problem solving, by viewing "problems" as parts of an overall system, rather than reacting to specific part, outcomes or events and potentially contributing to further development of unintended consequences. Systems thinking is not one thing but a set of habits or practices [1] within a framework that is based on the belief that the component parts of a system can best be understood in the context of relationships with each other and with other systems, rather than in isolation. Systems thinking focuses on cyclical rather than linear cause and effect.

In science systems, it is argued that the only way to fully understand why a problem or element occurs and persists is to understand the parts in relation to the whole. Standing in contrast to Descartes's scientific reductionism and philosophical analysis, it proposes to view systems in a holistic manner. Consistent with systems philosophy, systems thinking concerns an understanding of a system by examining the linkages and interactions between the elements that compose the entirety of the system.

Science systems thinking attempts to illustrate that events are separated by distance and time and that small catalytic events can cause large changes in complex systems. Acknowledging that an improvement in one area of a system can adversely affect another area of the system, it promotes organizational communication at all levels in order to avoid the silo effect. Systems thinking techniques may be used to study any kind of system - natural, scientific, engineered, human, or conceptual.

Science systems thinkers consider that:

a system is a dynamic and complex whole, interacting as a structured functional unit;

energy, material and information flow among the different elements that compose the system;

a system is a community situated within an environment;

energy, material and information flow from and to the surrounding environment via semi-permeable membranes or boundaries;

systems are often composed of entities seeking equilibrium but can exhibit oscillating, chaotic, or exponential behavior.

A holistic system is any set (group) of interdependent or temporally interacting parts. Parts are generally systems themselves and are composed of other parts, just as systems are generally parts or holons of other systems.

Science systems and the application of science systems thinking has been grouped into three categories based on the techniques used to tackle a system:

Hard systems - involving simulations, often using computers and the techniques of operations research/management science. Useful for problems that can justifiably be quantified. However it cannot easily take into account unquantifiable variables (opinions, culture, politics, etc), and may treat people as being passive, rather than having complex motivations.

Soft systems - For systems that cannot easily be quantified, especially those involving people holding multiple and conflicting frames of reference. Useful for understanding motivations, viewpoints, and interactions and addressing qualitative as well as quantitative dimensions of problem situations. Soft systems are a field that utilizes foundation methodological work developed by Peter Checkland, Brian Wilson and their colleagues at Lancaster University. Morphological analysis is a complementary method for structuring and analysing non-quantifiable problem complexes.

Evolutionary systems - Béla H. Bánáthy developed a methodology that is applicable to the design of complex social systems. This technique integrates critical systems inquiry with soft systems methodologies. Evolutionary systems, similar to dynamic systems are understood as open, complex systems, but with the capacity to evolve over time. Bánáthy uniquely integrated the interdisciplinary perspectives of systems research (including chaos, complexity, cybernetics), cultural anthropology, evolutionary theory, and others.

The systems approach

The systems thinking approach incorporates several tenets:

Interdependence of objects and their attributes - independent elements can never constitute a system

Holism - emergent properties not possible to detect by analysis should be possible to define by a holistic approach

Goal seeking - systemic interaction must result in some goal or final state

Inputs and Outputs - in a closed system inputs are determined once and constant; in an open system additional inputs are admitted from the environment

Transformation of inputs into outputs - this is the process by which the goals are obtained

Entropy - the amount of disorder or randomness present in any system

Regulation - a method of feedback is necessary for the system to operate predictably

Hierarchy - complex wholes are made up of smaller subsystems

Differentiation - specialized units perform specialized functions

Equifinality - alternative ways of attaining the same objectives (convergence)

Multifinality - attaining alternative objectives from the same inputs (divergence)

Some examples:

Rather than trying to improve the braking system on a car by looking in great detail at the material composition of the brake pads (reductionist), the boundary of the braking system may be extended to include the interactions between the:

brake disks or drums

brake pedal sensors

hydraulics

driver reaction time

tires

road conditions

weather conditions

time of day

Using the tenet of "Multifinality", a supermarket could be considered to be:

a "profit making system" from the perspective of management and owners

a "distribution system" from the perspective of the suppliers

an "employment system" from the perspective of employees

a "materials supply system" from the perspective of customers

an "entertainment system" from the perspective of loiterers

a "social system" from the perspective of local residents

a "dating system" from the perspective of single customers

As a result of such thinking, new insights may be gained into how the supermarket works, why it has problems, how it can be improved or how changes made to one component of the system may impact the other components.

Applications

Science systems thinking is increasingly being used to tackle a wide variety of subjects in fields such as computing, engineering, epidemiology, information science, health, manufacture, management, and the environment.

Some examples:

Bibliography

References

External links

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Systems Thinking has been defined as an approach to problem solving, by viewing "problems" as parts of an overall system, rather than reacting to specific part, outcomes or events and potentially contributing to further development of unintended consequences.

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tips for beginers

tudy the archetypes.

Practice frequently, using newspaper articles and the day’s headlines.

Use systems thinking both at work and at home.

Use systems thinking to gain insight into how others may see a system differently.

Accept the limitations of being in-experienced; it may take you a while to become skilled at using the tools. The more practice, the quicker the process!

Recognize that systems thinking is a lifelong practice

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If you're reading The Systems Thinker®, you probably have at least a general sense of the benefits of applying systems thinking in the work-place. But even if you're intrigued by the possibility of looking at business problems in new ways, you may not know how to go about actually using these principles and tools. The following tips are designed to get you started, whether you're trying to introduce systems thinking in your company or attempting to implement the tools in an organization that already supports this approach.

What Does Systems Thinking Involve?

TIPS FOR BEGINNERS

It's important to remember that the term "systems thinking" can mean different things to different people. The discipline of systems thinking is more than just a collection of tools and methods - it's also an underlying philosophy. Many beginners are attracted to the tools, such as causal loop diagrams and management flight simulators, in hopes that these tools will help them deal with persistent business problems. But systems thinking is also a sensitivity to the circular nature of the world we live in; an awareness of the role of structure in creating the conditions we face; a recognition that there are powerful laws of systems operating that we are unaware of; a realization that there are consequences to our actions that we are oblivious to.
Systems thinking is also a diagnostic tool. As in the medical field, effective treatment follows thorough diagnosis. In this sense, systems thinking is a disciplined approach for examining problems more completely and accurately before acting. It allows us to ask better questions before jumping to conclusions.
Systems thinking often involves moving from observing events or data, to identifying patterns of behavior overtime, to surfacing the underlying structures that drive those events and patterns. By understanding and changing structures that are not serving us well (including our mental models and perceptions), we can expand the choices available to us and create more satisfying, long-term solutions to chronic problems.
In general, a systems thinking perspective requires curiosity, clarity, compassion, choice, and courage. This approach includes the willingness to see a situation more fully, to recognize that we are interrelated, to acknowledge that there are often multiple interventions to a problem, and to champion interventions that may not be popular (see "The Systems Orientation: From Curiosity to Courage,"V5N9).

Why Use Systems Thinking?

Systems thinking expands the range of choices available for solving a problem by broadening our thinking and helping us articulate problems in new and different ways. At the same time, the principles of systems thinking make us aware that there are no perfect solutions; the choices we make will have an impact on other parts of the system. By anticipating the impact of each trade-off, we can minimize its severity or even use it to our own advantage. Systems thinking therefore allows us to make informed choices.
Systems thinking is also valuable for telling compelling stories that describe how a system works. For example, the practice of drawing causal loop diagrams forces a team to develop shared pictures, or stories, of a situation. The tools are effective vehicles for identifying, describing, and communicating your understanding of systems, particularly in groups.

When Should We Use Systems Thinking?

Problems that are ideal for a systems thinking intervention have the following characteristics:

The issue is important.

The problem is chronic, not a one-time event.

The problem is familiar and has a known history.

People have unsuccessfully tried to solve the problem before.

Where Should We Start?

When you begin to address an issue, avoid assigning blame (which is a common place for teams to start a discussion!). Instead, focus on items that people seem to be glossing over and try to arouse the group's curiosity about the problem under discussion. To focus the conversation, ask, "What is it about this problem that we don't understand?"

In addition, to get the full story out, emphasize the iceberg framework. Have the group describe the problem from all three angles: events, patterns, and structure (see "The Iceberg").
Finally, we often assume that everyone has the same picture of the past or knows the same information. It's therefore important to get different perspectives in order to make sure that all viewpoints are represented and that solutions are accepted by the people who need to implement them. When investigating a problem, involve people from various departments or functional areas; you may be surprised to learn how different their mental models are from yours.

How Do We Use Systems Thinking Tools?

Causal Loop Diagrams. First, remember that less is better. Start small and simple; add more elements to the story as necessary. Show the story in parts. The number of elements in a loop should be determined by the needs of the story and of the people using the diagram. A simple description might be enough to stimulate dialogue and provide a new way to see a problem. In other situations, you may need more loops to clarify the causal relationships you are surfacing.

Also keep in mind that people often think that a diagram has to incorporate all possible variables from a story; this is not necessarily true. In some cases, there are external elements that don't change, change very slowly, or whose changes are irrelevant to the problem at hand. You can unnecessarily complicate things by including such details, especially those over which you have little or no control. Some of the most effective loops reveal connections or relationships between parts of the organization or system that the group may not have noticed before.
And last, don't worry about whether a loop is "right"; instead, ask yourself whether the loop accurately reflects the story your group is trying to depict. Loops are shorthand descriptions of what we perceive as current reality; if they reflect that perspective, they are "right" enough.

THE ICEBERG

The Archetypes. When using the archetypes, or the classic stories in systems thinking, keep it simple and general. If the group wants to learn more about an individual archetype, you can then go into more detail.
Don't try to "sell" the archetypes; people will learn more if they see for themselves the parallels between the archetypes and their own problems. You can, however, try to demystify the archetypes by relating them to common experiences we all share.

How Do We Know That We've "Got It"?

Here's how you can tell you've gotten a handle on systems thinking:

You're asking different kinds of questions than you asked before.

You're hearing "catchphrases" that raise cautionary flags. For example, you find yourself refocusing the discussion when someone says, "The problem is we need more (sales staff, revenue)."

You're beginning to detect the archetypes and balancing and reinforcing processes in stories you hear or read.

You're surfacing mental models (both your own and those of others).

You're recognizing the leverage points for the classic systems stories.

Once you've started to use systems thinking for inquiry and diagnosis, you may want to move on to more complex ways to model systems-accumulator and flow diagrams, management flight simulators, or simulation software. Or you may find that adopting a systems thinking perspective and using causal loop diagrams provide enough insights to help you tackle problems. However you proceed, systems thinking will forever change the way you think about the world and approach issues. Keep in mind the tips we've listed here, and you're on your way!
Michael Goodman is principal at Innovation Associates Organizational Learning

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Systems Thinking: What, Why, When, Where, and How? - The Systems Thinker

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f you're reading The Systems Thinker®, you probably have at least a general sense of the benefits of applying systems thinking in the work-place. But even if you're intrigued by the possibility of looking at business problems in new ways, you may not know how to go about actually using these principles and tools.

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A Definition of Systems Thinking: A Systems Approach

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This paper proposes a definition of systems thinking for use in a wide variety of disciplines, with particular emphasis on the development and assessm...

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system thinking is about collaborative innovations
no lone hero is going to save the day

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TEDxDirigo - Eli Stefanski - Making Systems Thinking Sexy

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Elizabeth Stefanski is an impatient social innovation junkie with over a decade of experience in building and leading social ventures. She recently joined the Business Innovation Factory as chief market maker, where she is attracting capital and building partnerships to generate new models for transforming complex social systems. Stefanski also serves as advisor and gender-centric design expert to Bazaar Strategies, rolling out emerging market innovations in mobile technology.

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is not a philosophy
is necessary

,,today's problems comes from yesterday's solutions"
"quick fix usually equals slow cure"
make your own system, there is no only pne system suited for everyone

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Systems Thinking is Not Optional: Lessons From a Pandemic

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Systems thinking is the philosophy that all things are connected and is often the missing piece in our attempts to solve today's problems. Steve Woodsmall illustrates the key concepts of systems thinking by applying them to the COVID-19 pandemic, thus helping you "see the invisible" and think differently about addressing complex issues.

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ability to come up with effective plans
dynamic way of thinking
handling day to day issues

https://prezi.com/ibvhtywmjdsn/strategic-thinking/

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Identify the forces driving your unit's performance and think how to improve performance. Factor hunches into their decision making without their hunches to dominate the final outcome Positive outlook Communication Flexibility (able to adapt) Seek other opinion (supervisors,

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- Strategic thinking seeks hard, fact-based, logical information.

-Strategic thinking questions everyone’s unquestioned assumptions.

- Strategic thinking is characterized by an all-pervasive unwillingness to expend resources

- Strategic thinking is usually indirect and unexpected rather than head-on and predictable.

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Can large companies be successful by reducing bureaucracy and unleashing the full scope of their talent to think strategically?

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- Strategic thinking it's the most desired skill now
- four typs of strategic thinkers:
a)beach bums does not provide any strategic insight to the business
b)snorkelers  - does not offer potential solutions tothe problem, work only on the surface of the issue
c)scuba divers - equiped with right tools to use strategit thinking
d) free divers - generate new and impactful insights on regular basic

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What is Strategic Thinking? The Deep Dive Strategic Thinking Framework

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Using words you understand to improve your strategy

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Simon Sinek on How to Improve Strategic Thinking