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The Fifth Discipline: Systems Thinking
•
The Primacy of The Whole
–
The world is a circular causation, variable is both
cause and effect thus in our world everything is
inter-connected
–
Learning must be at the level of
inter-connectedness and not fragmented
–
Learning at the level of system and system
The Fifth Discipline: Systems Thinking
EVENTS (SNAPSHOTS) PATTERN OF
BEHAVIOR PATTERN OF
RELATIONSHIP (SYSTEM)
In systems thinking any element in a situation (or aria le , can trace arrows
li ks that represent influence on another element. These, in turn reveal cycles that repeat themselves, time after time, making situations better or worse.
Links never exist in isolation. They always comprise a circle of causality, a feedback
loop , in which every element is both ause and effe t – influenced by some,
and influencing others, so that every one of its effects, sooner or later comes back to roost.
The Fifth Discipline: Systems Thinking
•
Loops
–
Reinforcing loops: when
small changes become
big changes
Optional intermediate element: consequence or performance
Optional intermediate element: a driver of performance and/or a consequence of action
Growing action: what you do to generate growth or decline
Actual performance:
The Fifth Discipline: Systems Thinking
•
Loops
–
Balancing loops: pushing
stability, resistance and
limits
Target or goal: desired performance
Gap: discrepancy between desired and actual performance
Corrective action:
quick fix or a driver of performance
Optional intermediate element: consequence or performance
Actual performance:
measure of growth or decline; often problem symptom
The Fifth Discipline: Systems Thinking
Essence
Principle
Practice
• Holism
• Inter-connectedness
• Structure influence behavior
• Policy resistance
• Leverage
• System archetypes
The Fifth Discipline: Systems Thinking
•
Variables and links makes loops
•
Relation between loops makes archetype
1.
Ar het pe : Fi es that a kfire
2.
Ar het pe : Li its to gro th
3.
Ar het pe : “hifti g the urde
The Fifth Discipline: Systems Thinking
Problem symptom:
problem statement
Fixes that fail
Fix: action taken
Unintended consequences:
Time delay
Strategies:
• Increase awareness of the
unintended consequences: open
up people’s e tal odel
acknowledging openly that the
fi is erel alle iati g a
symptom, make a commitment to address the real problem
• Cut back on the frequency with
hi h ou appl the fi a d
u er of fi es ou appl at o e
time
• Can you manage or minimize the undesirable consequences?
The Fifth Discipline: Systems Thinking
• Process structure
• Operation specs
• Performance goals
Result
Action Monitor the process
and problem environmrnt
• Reflect on problem solving process
• Reflect on new issues of concern
• Create rich picture of situation
Action
• Strategic goals/values
• Customer satisfaction
• Appreciate Customer needs
Action
Who you are and wish to be Your Vision, Mission, Values PRINCIPLE
What you know and understand INSIGHT
What you may and must do RULE
Reflection: How much you appreciate Customer needs
• Select an issue of concern
• Develop problem statement
• Collect/analyze more data
• Identify systemic cause
• Plan for & choose action
• Implement changes
• Develop problem statement
• Collect/analyze more data
• Plan for & choose action
• Implement changes
Mechanical Conceptual
