ESRM 450 Wildlife Ecology and Conservation SYSTEMS THINKING Developing Frameworks for Understanding, Analysis, and Management.

ESRM 450Wildlife Ecology and Conservation

SYSTEMS THINKING

Developing Frameworks for Understanding, Analysis, and

Management

Oregon Dunes National Recreation Area

Siuslaw National Forest

Management areas as systems

Oregon Dunes National Recreation Area

Management challenges include:

• Offroad vehicle use

• Wetlands

• Western snowy plover protection

• Exotic species

• Economic interaction with local community

• Restricted access

Oregon Dunes National Recreation AreaSYSTEM MAP

Management processes as systems

Eastern Oregon national forests

Plan to increase area of hazardous fuels treatment

Critical issues:• Public involvement and support• Understanding of ecological issues• Effects of management actions• Effects of no actions• Effects on local communities

Fuels ManagementSYSTEM MAP

Fuels ManagementSYSTEM MAP - revised

COMPLEXITYDetail vs. Dynamic

Detail complexity emphasizes variables, inventories, lists, reviews

Dynamic complexity emphasizes connections, interrelationships, synergies, collaboration; may have unintended or unexpected consequences

SYSTEMS THINKING

Systems thinking goes beyond linear and nonlinear thinking to look for “ripple effects” throughout the system; true integrative thinking that can manipulate mental models to explore relationships and possibilities.

Types of systems• Natural system (organisms)• Designed physical system (machine)• Designed biological system (agriculture)• Designed abstract system (mathematics)• Human activity system (an organization)

BASIC COMPONENTS OF SYSTEMS

Element

Relationship

Input

Output

Boundary

Environment

Feedback loop

SYSTEM CONCEPTUALIZATION

BEYOND STATIC SYSTEMS

Emergent properties

Hierarchy

Communication

Controls

Transformation of inputs into outputs of the system itself

COMPARING LINEAR, NONLINEAR, AND SYSTEMS THINKING

Linear Nonlinear SystemsStructure Chaos Relationships

Problem solving Order, no predictability Associations

Hypothesis testing Randomness Unpredictability

Cause and effect High complexity Qualitative

Reductionist Multi-directional Quantitative

Rationality Iteration Emergence

Quantitative Qualitative Multi-directional

Comparison Transformation

Feedback

SOME SYSTEMS THINKING QUESTIONS

What kind of systems model is being used?

Where is the system bounded?

What happens when the boundary changes?

Which dynamic forces drive the system?

What are the key emergent properties?

SOME SYSTEM MAPPING QUESTIONS

Does the map highlight driving forces and key aspects of the system?

Does the map illustrate dynamic complexity and detail complexity?

Can the map be used in a public meeting and with a planning team?

Does the map promote common understanding and foster learning?

How can organizations use team learning?

Team learning differentiates successful and unsuccessful organizations. If teams do not learn, then the organization cannot learn.

Examples of decision-making teams:

• Management teams• Crisis teams• Interdisciplinary teams

Learning Teams and Systems Thinking

Ongoing discussions

Mutual learning

Willingness to test ideas

Constructive skepticism

Advocacy and inquiry

Seeking the unpredictable

Quantitative and qualitative

Looking for connections and relationships

Awareness of external and internal pressures

Is a coffee maker a system?

Can we develop a system map of the coffee maker?