Systemic Perspective

Systemic Perspective

Necessary and Sufficient Activities

Typical Approach

Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky

Systemic Approach

Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky

Systemic Perspective

Situation

Patterns ofBehavior

Network ofInteractions

StakeholderPerspectives

Establish aBoundary

ChallengeAssumptions

LeveragePoints

Series Videos

• Elaborate on each activity• Develop understanding

• Example systemic perspective• For a specific situation• Guide for skills development

Systemic Perspective

Situation

Situation

• Situation / System Dilemma• Results from multiple interactions• Interactions connect with experience• Provides context for relevance• Frame description for guidance

Situation (cont…)

• Perspectives vary• Frame purpose of investigation• Frame description for communication

Magic Connections

• Rapidly growing & needing resources• Support hiring and training resources• Other organizations raiding resources• Support struggling to maintain readiness

Systemic Perspective

Patterns of Behavior

Patterns of Behavior

• Situation may appears as an event• Describe relevant changes over time• Consider a relevant time frame• Plotting graphs is great• Freehand frequently is useful

Recurring Patterns

Magic Connections

Systemic Perspective

Network of Interactions

Network of Interactions

• Reality is complex• Models simplify & promote learning• Situation – relevant vs connected• All models are wrong, some models are

useful!• Useful models promote learning

Types of Models

• Qualitative - view interactions• Causal Loop Diagram

• Quantitative – used in simulations• Stock & Flow Diagram

• Develop a model with communication in mind

Causal Loop Diagram

Stock & Flow Diagram

Magic Connections Model

Systemic Perspective

Stakeholder Perspectives

Stakeholder Perspectives

• Who influences and who is influenced• Stakeholders may have different

perspectives• Collaborative iterations valuable• What’s applicable depends on complexity

and coherence

Jackson’s Framework

• Systems• Simple – few, stable, highly structured• Complex – numerous, loosely structured

• Participants• Unitary – similar values and beliefs• Pluralist – compatible interests• Coercive – few common interests

Systems Methodologies

Jackson 2003

Magic Connections

• Customers• Corporate Leadership• Support Management• Non-Support Management• Pluralist and simple in this context

Systemic Perspective

Establish a Boundary

Boundary

• Identify regions of responsibility• Aligned to stakeholders

• May be multiple boundaries• For the relevant stakeholder

• Inside the boundary is “the System”• Outside boundary is “the Environment”

Early Hospital Discharge

Magic Connections

Systemic Perspective

Challenge Assumptions

Challenge Assumptions

• Decisions based on assumptions• Mental models based on experience• Surface and challenge• Potential invalid assumption

Mental Models

Magic Connections

Systemic Perspective

Leverage Points

Leverage Points

• Constants, parameters, numbers• Buffers, stabilizing stocks• Structure of stocks & flows• Length of delays relative to change• Negative feedback loop strength• Positive feedback loop gain

Leverage Points (con’t)

• Structure of information flow• Rues of the system• Power to change or evolve structure• Goal of the system• Mindset of the system• Transcend paradigms

Magic Connections

• Consider the model• Possible leverage points• Develop a strategy for action• Implement the strategy• Monitor progress

Magic Connections

Strategy

Alternatives

• Policy for no resource raiding• Migrate to self-service support• Engineer support requirements out of

the products• Expand Support’s responsibility• The best answer is…

Systems Thinking World

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