Systems Thinking

1. Systems Thinking

2. Systems Thinking • Systems thinking is an approach to analysis that is based on the belief that the component parts of a system will act differently when isolated from its environment or other parts of the system. Because the whole is greater than the sum of its parts, (the relationship between the parts is what should be under observation) any atomistic analysis, is considered reductionistic. Standing in contrast to Descartes's, and others', reductionism, it proposes to view systems in a holistic manner.

3. 1) Process Principles • Dialoguing as methodology to converse on high level 5/low level six; • Seeking interrelations in order to understand rather than analysis; • Understanding stories and assumptions – of the future, the status quo, business and HR as profession; • Co-creation as pre-requisite; • Thought leadership and the value of shared understanding; • Understanding the systemic value of translating strategy rather than treating strategy as a once off event; • Overarching Group HR strategy; • Focused dialogue with 2 – 5 years time frame; and • Inclusivity – importance of unleashing all the voices.

4. 2) The Dialogue Challenge “We are all connected and operate within living fields of thought and perception. The world is not fixed but in constant flux; accordingly, the future is not fixed, and so can be shaped Humans possess significant tacit knowledge – we know more than we can say The question to be resolved : how to remove the blocks and tap into that knowledge in order to create the kind of future we all want?” David Bohm, On Dialogue

5. Example Respect Level of Leadership Desired Climate Trust Build a causal loop explaining The issues in your department Reward

6. Example Respect Motivation Level of Leadership Desired Climate Energy Trust Labour turnover Reward

7. Example Respect Motivation Level of Leadership Desired Climate Energy Trust Labour turnover Reward Level of Competence Empowerment given

8. Example Respect Motivation Quality of Leadership Desired Climate Energy Trust Labour turnover Desired Business Results Reward Level of Competence Empowerment given Profit

9. Level of user satisfaction • Quality of • system: • Timeous • Availability • Integrity Trust in the system Client’s perception of cost Acceptability of info to users S S S User attitude S S S S S S S Cost of delivery Management’s perception of system O Buy in O Availability of system Accessibility of system Amount of budget available S S S O S Time required to solve problems O O Demand for service S Investment in machinery (hardware/ network) S Number of resources available S Resources for infrastructure O S Availability of documentation Number of change requests S S Investment in office infrastructure S Retention and morale S Alignment of goals / strategy Effectiveness of work practice S S Number of resources required S S S Interaction between role-players Competence level of users and tech. Level of skills S Clarity and understanding of user requirements Degree of pro-active planning S S S S

10. Emergence in Nature

11. Self Organising

12. Systems Archetypes • Do you keep grappling with the same stubborn problems in your organization? If so, perhaps there's a systems archetype lurking in the background. Systems archetypes are a class of systems thinking tools that capture common challenges that occur in all kinds of industries and organizations. • The archetypes themselves consist of causal loop diagrams depicting typical and problematic systemic structures. From "Fixes That Fail" (in which your "solutions" seem to backfire) to "Tragedy of the Commons" (in which people "overgraze" a limited resource, such as admin support), the archetypes give you an inside look at these structures and reveal high-leverage actions you can take to manage them. • Besides "Fixes That Fail" and "Tragedy of the Commons," the systems archetypes include: "Drifting Goals," "Limits to Success," "Growth and Underinvestment," "Escalation," "Success to the Successful," and "Shifting the Burden."