Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing ‘patterns of change’ rather than static ‘snapshots.’
Peter Senge
17 Practices of Systems Thinking by Barry Richmond
1. Considering both short and long term consequences of one’s actions. Looking ahead and anticipating not only the immediate results of actions, but also the effects down the road.
2. Looking at multiple perspectives of an issue. Changing perspective to see other points of view within a system.
3. Looking at the ‘big picture ’Focusing on the overall ‘forest’ as opposed to the details of any one ‘tree’.
4. Looking for patterns in data. Reviewing information with an eye towards patterns or themes.
5. Looking for trends over time. Viewing changes over time as part of the natural dynamics of the system.
6. Being comfortable with ambiguity. Holding the tension of paradox and ambiguity; taking the time necessary to understand the dynamics of a system before taking action.
7. Checking results and changing actions if needed. Assessing for improvement using benchmarks; seeing errors as a means to learning and adjustment.
8. Looking for interconnected issues. Perceiving connections between multiple issues/parts within a system.
9. Looking for small actions that can make big differences. Using systems understanding to determine what small actions could produce high leverage results.
10. Considering the impacts of accumulations over time. Paying attention to things that build up (or deplete) slowly over time.
11. Being comfortable with questioning one’s deep assumptions. Understanding that one’s beliefs of how the world works (mental models) may limit one’s thinking.
12. Being aware of boundaries. Understanding that boundaries are arbitrary; checking for consistency of understanding about where a particular boundary is drawn.
13. Thinking critically about causation, not just correlation. Looking beyond basic connectedness to understand the dynamic relationship between the connected parts.
14. Being cautious of adopting a win/lose attitude. Being skeptical of a ‘zero-sum game’ approach to individual goals within a highly interdependent system.
15. Considering unintended consequences. Anticipating ancillary effects of actions over time.
16. Seeing self as part of system under study. Understanding that one’s own behavior within the system, impacts the system.
17. Recognizing that a system’s structure drives its behavior Focusing on system structure and avoiding blaming others when things go wrong.
According to Michael Goodman
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.
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).”
System Thinking Practice
According to a survey of 271 participants by Nalani Linder and Jeffrey Frakes:
• 96% think critically about causation, not just correlation
• 95% look for interconnected issues
• 95% considering unintended consequences
• 91% consider both short and long term consequences
• 90% look for small actions that can make big differences
• 81% look for trends over time
• 80% look for patterns in data
• 70% look at the big picture
70% look at multiple perspectives of an issue
Additional Reading
The Systems Thinker: Essential Thinking Skills for Solving Problems, Managing Chaos, and Creating Lasting Solutions in a Complex World by Albert Rutherford
Thinking in Systems: A Primer by Donella H. Meadows
Point of Reflection
“In systems thinking, increases in understanding are believed to be obtainable by expanding the systems to be understood, not by reducing them to their elements. Understanding proceeds from the whole to its parts, not from the parts to the whole as knowledge does.”
Russell L. Ackoff