system thinking in problem solving

Taking a systems thinking approach to problem solving

Systems thinking is an approach that considers a situation or problem holistically and as part of an overall system which is more than the sum of its parts. Taking the big picture perspective, and looking more deeply at underpinnings, systems thinking seeks and offers long-term and fundamental solutions rather than quick fixes and surface change.

A systems thinking approach might be the ideal way to tackle essentially systemic problems. Our article sets out the basic concepts and ideas.

What is systems thinking?

When we consider the concepts of a car, or a human being we are using a systems thinking perspective. A car is not just a collection of nuts, bolts, panels and wheels. A human being is not simply an assembly of bones, muscles, organs and blood.

The history of systems thinking is itself innately complex, with roots in many important disciplines of the 20th century including biology, computing and data science. As a discipline, systems thinking is still evolving today.

How can systems thinking be applied to problem solving?

A popular way of applying a systems thinking lens is to examine the issue from multiple perspectives, zooming out from single and visible elements to the bigger and broader picture (e.g. via considering individual events, and then the patterns, structures and mental models which give rise to them).

Systems thinking is best applied in fields where problems and solutions are both high in complexity. There are a number of characteristics that can make an issue particularly compatible with a systems thinking approach:

Areas where systems thinking is often useful include health, climate change, urban planning, transport or ecology.

What is an example of a systems thinking approach to problem solving?

Beneath the waterline and invisible, lie deeper and longer-term trends or patterns of behavior. In our example this might be internal fighting in the political party which overshadows and obstructs its public campaigning and weakens its leadership and reputation.

The electoral system in the country may also be problematic or unfair, making the party so fearful and defensive against losing its remaining support base, that it has no energy or cash to campaign on a more positive agenda and win new voters.

Mental models

At the very base of the iceberg, deepest under the water, lie the mental models that allow the rest of the iceberg to persist in this shape. These include the assumptions, attitudes, beliefs and motivations which drive the behaviors, patterns and events seen further up in the iceberg.

When is a systems thinking approach not helpful?

If you are looking for a quick answer to a simple question, or an immediate response to a single event, then systems thinking may overcomplicate the process of solving your problem and provide you with more information than is helpful, and in slower time than you need.

A final word…

The biggest problems in the real world are rarely simple in nature and expecting a quick and simple solution to something like climate change or cancer would be naive.

Whether you think of it as zooming out to the big picture while retaining a focus on the small, or looking deeper under the water at the full shape of the iceberg, systems thinking can be a powerful tool for finding solutions that recognize the interactions and interdependence of individual elements in the real world.

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Systems Thinking: A Holistic Approach to Solving Complex Problems

February 22nd, 2024

Everything has become so interconnected, comprising of multi-pronged challenges. We still try to tackle modern problems with linear thinking approaches that isolate problems and reduce complexity.

But, more often than usual, they fall short of providing a viable solution.

Here, systems thinking offers an alternative perspective to understand how things influence one another within embedded contexts.

This holistic approach proves uniquely capable of untangling thorny issues like sustainability , inequality, or emerging diseases and making decision making effective.

As systems thinking gains wider traction, questions arise about what exactly it entails and why it matters. This article maps out the fundamental principles of systems thinking, dynamic tools used, diverse applications across sectors, and the overall benefits of adopting a systems view, especially in 2024.

The systemic perspective holds special relevance for problem solvers and changemakers currently grappling with twisted challenges and complex systems fundamentally shaped by interdependence.

By revealing hidden connections and patented patterns, systems thinking empowers interventions well-matched to our intricately networked world.

From classrooms to boardrooms, systems tools meet teams in any field to support analysis, communication, planning, or evaluation through an inter-relational lens geared to 22nd-century dynamics shaping our existence.

What is Systems Thinking?

Systems thinking is an approach to understanding how things influence one another within a whole entity. Systems thinking studies connections between key parts to see the collective behaviors that result. Expanding perspectives brings clarity to complex situations.

Systems thinking provides a framework for seeing relationships and patterns to explain how systems function. The key concepts include recognizing the interconnected and interdependent nature of systems and shifting from linear to circular causality.

Reductionist Thinking vs. Systems Thinking

In systems thinking, systems behave as integrated wholes in which elements dynamically impact each other over time.

This contrasts with traditional forms of reductionist thinking that isolate parts to understand systems.

Reductionism breaks systems down into discrete elements, rather than examining the fuzzy system boundaries, complex interactions, and unintended consequences that arise within intricate open systems in the real world.

Systems thinking offers a new perspective focused on the linkages, relationships, emergence, and feedback processes underlying systems functioning. By mapping reinforcing and balancing loops, systems thinking can identify behavior-over-time patterns for a system. This helps explain the whole picture better than reductionism.

Key Concepts of Systems Thinking

Several principles form the foundation of systems thinking. First, systems thinking recognizes the importance of feedback loops in driving system behavior. Feedback loops capture how the output of one part of a system impacts the input to another part, creating causal chains.

Reinforcing feedback loops amplify change exponentially while balancing loops counteract the change.

By mapping these feedback loops, system archetypes emerge – common patterns like limits to growth, escalation, and tragedy of the commons. These system archetypes help diagnose systemic issues, revealing core interrelating dynamics.

System archetypes function as conceptual models for understanding challenges like sustainability, urban decay, and organizational change.

In complex systems, leverage points serve as places to intervene for substantial impact. The goal is to identify where minimal effort shifts the system, through changes to parameters, feedback loops, or paradigm-shifting transformations at the level of goals or mindsets. This contrasts with incidental low-leverage tweaks.

Changing social or ecological systems often involves unintended consequences. However each system has interconnections, time delays, and complex human motivations at play. These can undermine change efforts when not adequately mapped and anticipated.

Systems thinking aims to reveal these unintended ripple effects so they can be weighed when leveraging change.

So, while unintended consequences often limit pure design, systems thinking provides insights to navigate reform more wisely. By elevating awareness of inter-dependencies and causal loops, one can recognize patterns, structures, boundaries, and relationships fundamental to systems insights.

Using Systems Thinking Approaches

Systems thinkers employ various conceptual tools to understand systems, communicate about them, and guide interventions.

Causality mapping visually depicts variables in a system, their connections, and the direction of causal influence. This illumination of causal links reveals chains of systemic connectivity not otherwise apparent. It supports the analysis of cascading effects and feedback dynamics.

Systems mapping outlines key system components, their attributes and functions, and interrelationships. This structural perspective clarifies the organization of various elements into an integrated whole.

Systems mapping tools can also overlay dynamic processes like information flows and decision pathways to evaluate systemic leverage points.

Mental models strongly shape how people perceive systems and strategic choices within them. Two people can have divergent understandings of the same system. Reflecting critically on how mental models influence thinking is crucial for expanding limited mindsets that bound perspectives on addressing systemic issues.

More detailed system dynamics computer simulations help model system behavior by mapping dynamic complexity. This computational modeling integrates time delays, feedback processes, stocks, and flows to run long-term scenario forecasts for deeper analysis of complex systems like ecosystems, markets, or hospitals.

Adaptive systems thinkers also recognize that models have limits and that systems change over time in nonlinear ways. Rather than attempting precise prediction and control, adaptive approaches use feedback to dynamically adjust interventions according to emergent system patterns.

This flexibility to meet systems in flux is well-suited for catalyzing change in complex contexts.

Applying Systems Thinking

Systems thinking has powerful and diverse applications across sectors:

In business, systems thinking helps managers gain perspective on organizational challenges and identify root causes of problems like low morale or stagnant sales. By mapping reinforcing loops, leaders can find intervention points to shift momentum.

Systems thinking offers analytic tools to rethink structures, decision processes, and feedback channels for organizational change.

Government policymakers similarly utilize systems approaches to craft robust public policies able to balance social, environmental and , outcomes. Methodologies like group model building bring together diverse stakeholders to map out key system relationships as part of the policy design process.

This systems perspective enables policies attuned to ripple effects.

Nonprofit organizations working on social change also apply systems thinking to guide advocacy and programming. For instance, systems tools like behavior over time graphs and connection circles help groups explicitly map the structural causes perpetuating social problems like homelessness at a community level.

This equips nonprofits to pursue systemic intervention points.

More broadly, systems thinking skills help strengthen collaborative problem solving in teams. Facilitating activities that surface mental models, unpack complex dynamics, and scan for unintended consequences builds shared systemic understanding to transform discussion and explore structural solutions.

Overall, systems thinking fosters paradigm shifts towards interconnected, ecological, and holistic thinking in any problem solving context. This empowers more responsible decision-making.

Benefits of Systems Thinking

Adopting a systems thinking perspective carries many advantages:

Systems thinking allows one to see situations more completely rather than getting lost in details. By focusing on interconnections and processes that link system elements, systems thinking provides a “big picture” orientation. This expanded framework reveals areas of critical linkage within the messiness of complex contexts.

A systems view also aids in identifying types of high-leverage interventions amidst complexity. For instance, by mapping system archetypes like limits to growth or tragedy of the commons, one can pinpoint potent areas to reroute damaging feedback loops.

A systems lens highlights openings for targeted changes to cascade through interconnected subsystems.

Systems thinking also anticipates longer-term consequences of potential actions. By tracing causal threads through a system, secondary and tertiary effects are revealed that may otherwise go unseen.

This equips better foresight for the unintended impacts that might ripple across time and space from well-intentioned interventions.

Additionally, systems thinking brings order and coherence to complexity. By surfacing the organic patterning at play, systems tools decode complex dynamics in understandable yet nuanced ways.

Conceptual frameworks like stocks and flows clarify the structural forces driving issues like urban brain drain or suburban sprawl without oversimplifying.

In all of these ways, systems thinking empowers solutions better aligned to real-world complexity while still providing transformational direction. It permeates analysis with key principles of inter-relationship, temporality, perspectival flexibility, and buried connectivity – allowing insight into predicaments otherwise overwhelming.

Systems Thinking in Practice

For those first learning systems thinking, frustrations can arise. Ingrained linear thinking patterns clash with the new multidimensional perspective. Beginners also face cognitive overload wrestling with interconnections between system elements. However, skills gradually build from foundational concepts towards adept systems analysis.

With consistent practice, systems thinkers progress to parsing dynamics of specialized contexts like public health, smart grids, or supply chains. These domain experts learn to rapidly orient to unfamiliar systems through a systemic lens to ask probing questions.

Expanding one’s toolkit with advanced skills like system dynamics modeling and group facilitation extends capabilities to address complex settings.

Some systems thinkers like Donella Meadows significantly advance the field through groundbreaking applications. Meadows demonstrated deep systems wisdom over her career with The Limits to Growth and pioneering system dynamics methodologies.

These mentors develop strong systemic intuition after internalizing inter-relational patterns for decades. Their capacity to shift mental models in themselves and others unlocks societal transformation.

Ultimately, accomplished systems thinkers heed the call to teach others systemic perspectives that spread. Skills-building workshops on causal loop mapping, systems archetypes, communication tactics, and facilitation techniques proliferate systems literacy.

Outreach occurs across diverse communities given universal relevance. Each effort to cultivate systems thinking and broaden capacity for recognizing systemic leverage sustains movement toward positive change.

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What’s systems thinking? The secret to a future-minded organization

I’ve been working on widening my aperture. What does that mean? In photography, zooming out. Seeing the forest for the trees.

As a writer, I find that I often get bogged down in the details. Sometimes, I look too closely at a topic or an idea without considering the complexities, relationships, and implications. 

It’s easy to see things when we’re close to them. But it takes a concerted effort to step back and look at the bigger picture. It requires a different type of mindset, strategic thinking, and perspective on problem-solving .  

We probably can all think of people who approach the world as system thinkers. You probably can name a few off the top of your head: Ruth Bader Ginsburg, Steve Jobs, Stacey Abrams, Bill Gates, Malala Yousafzai, Barack Obama, and many more.

They’re big-picture thinkers , dreamers, and strategists. They all share curiosity, courage , and the willingness to challenge the status quo. They see the problem at hand in a network of complex systems, and they aren’t afraid to prod at the larger ecosystem. Systems thinking might sound like a clunky, corporate jargon phrase. And in some ways, by definition, it is complex. But at its heart, systems thinking is about seeing things through a wide lens, recognizing how interconnected we are, and acting with empathy and innovation.

Actions have consequences, not always the ones intended. While it can be about solving wicked problems, systems thinking can also be about getting stuff done in ways that are beneficial to the whole organization, not just your little piece of it. A system can be a company, a school, a community, a region, or even a family.

In the context of today’s world of work, systems thinking can help you to be more strategic and better prepared for what the future has in store. Applying systems thinking to our current climate can help us look ahead with a more strategic lens. 

Especially when things are constantly changing — and uncertainty looms overhead — systems thinking helps organizations be better prepared to solve complex problems. Let’s break down what systems thinking is. We’ll also talk about what it takes to become a systems thinker — and how applying systems thinking can help your organization thrive. 

What is systems thinking?

Before we go any further, let’s pause to understand what we mean by systems thinking . 

Systems thinking is the ability that an individual or organization has to solve tough problems. With systems thinking, individuals use strategic, big-picture thinking to make sense of a complex system. 

For example, at BetterUp we talk about how optimizing for the company typically means sub-optimizing for individual teams. But it holds true for any large organization.

Without systems thinking, a team might set its goals very narrowly and pursue them. Sometimes, those pursuits result in strategies that are detrimental to another team or the bigger company objectives.

Companies that want to be more than the sum of their parts need managers who can think systemically and with enough transparency that people can understand the system.

Systems thinking is a holistic approach to problem-solving. It’s a way of looking at how systems work, what that system’s perspective is, and how to better improve system behaviors. 

The systems thinking methodology isn’t necessarily formulaic. It takes some understanding of key concepts to be able to take a systems approach to today’s most challenging problems. 

Systems thinking in leadership 

As we mentioned, many of today’s most notable strategic leaders lean on their systems thinking skills to drive change. It requires a deep understanding of mental models with the goal of improving them to optimize organizational performance . And while you might not know it, many leaders have applied system thinking tools to help come to new conclusions. 

Systems thinking in leadership, however, isn’t a one-size-fits-all approach. Every problem is different with its own set of system dynamics. Let’s break down what some of this could look like in leadership. 

• A future-mindedness. At BetterUp, we’ve studied future-minded leaders . It’s the idea that a leader looks ahead with a sense of pragmatism and optimism. Leaders who use the future-minded lens say they spend 147% more time planning in their lives and 159% more time planning in their work than those with low future-minded leadership skills. The result of all this planning? Future-minded leaders have higher-performing teams. increased agility, team engagement, innovation, risk-taking, performance, and resilience.  

• Strategy and planning. As you could’ve guessed, strategic thinking and strategic planning are big components of adopting a systems perspective. Leaders are able to zoom out to see the whole system, then zoom in to see how the system works. 
• A growth mindset. If we really strip down systems thinking, it’s about problem-solving. This means leaders don’t know everything. They need to learn — and be willing to learn — new things. Leaders who adopt a growth mindset are better equipped to see how the system works because of this perspective. 
• The willingness to be wrong. We’ve probably all had managers who are unwilling to be wrong. Even if the data and science back it up, there’s some excuse as to why their theory, strategy, or process will still work. It’s a fixed mindset that won’t let go. But with system thinkers in leadership, they’re willing to be wrong. They can see when a systems theory isn’t working. And they embrace that vulnerability of admitting they need to re-think what they originally thought. 

“We learn more from people who challenge our thought process than those who affirm our conclusions. Strong leaders engage their critics and make themselves stronger. Weak leaders silence their critics and make themselves weaker. This reaction isn’t limited to people in power. Although we might be on board with the principle, in practice we often miss out on the value of a challenge network.”  Adam Grant, BetterUp Science Board Member, organizational psychologist, author, Think Again

What are examples of systems thinking?

To better understand systems thinking, let’s look at these three examples. Each example demonstrates the innovation that arises when you see the potential for a whole new board game rather than just swapping out one piece of the puzzle.

• Smartphones. I grew up in a house where phones were plugged into the wall and computers took over phone lines. When I wanted to call a friend, I dragged the landline — cord still plugged in — into my bedroom. If I wanted to look something up on the internet, I had to make sure no one in my household was using the phone. Why? Well, because the internet required dialed-in access to the phone line. Fast forward a couple of decades and now, we have tiny, little computers that fit into our pockets. Smartphones allow you to access the internet virtually everywhere you go, so long as there’s a signal or a WiFi log-in. Smartphones didn’t come about just to change where and how we could make a phone call. They evolved because system thinkers like Steve Jobs anticipated how connectivity could change the bigger system of how we consume and interact. Systems thinkers see what could be instead of what is.
• Cryptocurrency. When is the last time you had cash in your wallet? If you’re like me, you rarely carry any cash anymore. Though just twenty years ago, I made sure I had at least $10 in cash with me at all times. But soon, the world evolved with plastic cards that somehow, became much more valuable than any number of bills you could carry in your wallet. Debit and credit cards replaced weekly bank withdrawals. But system thinkers took currency one step further: crypto . Money now moves in networks that securely transfer different types of digital property over the Internet. This technology reimagines how the world does business, but it also has implications for larger monetary, regulatory, and political systems.
• Renewable energy. With climate change , we’re living on the brink of irreversible damage. With global temperatures rising faster than before, system thinkers had to find a way to power the world that doesn’t harm the planet.  Enter: renewable energy. Renewable energy sources (like solar and wind power) have reimagined how we run businesses, travel, and even produce goods. This system-of-systems approach is helping to shape a low-carbon economy . According to Deloitte, slowing the accelerating pace at which the climate crisis is progressing requires overhauling how systems work. 

Push a little further on these examples and you might also see that each also shows the failure to fully imagine the impact on the broader systems they touch.

Smartphones and crypto-currency each have environmental effects, increasing demand for energy and rare materials. Shifts in demand can create new supply chains and new companies as well as shortages and power imbalances. Systems thinking is recognizing that there are no simple answers.

Complex adaptive systems are just that: adaptive. They’re dynamic systems that hinge on feedback loops, innovation, and collaboration . And it’s with systems thinking that we’re able to evolve and innovate to find better solutions to today’s modern challenges. 

6 important concepts of systems thinking

For your organization, adopting concepts of systems thinking can help your business stay a step ahead. Especially in a fast-changing world, it’s critical that organizations stay agile and strategic to stay relevant. Here are six important concepts of systems thinking to help your organization stay resilient, agile, and relevant for the future. 

1. Systems mapping 

To understand how to solve a problem, you need to understand the ecosystems in which the problem lives. This is called systems mapping: getting to know the systems where a problem lives to better take it apart. 

Once you’ve mapped out the systems to help solve your problem, you can do some systems modeling to help understand how they’re connected. Which leads us to … 

2. Interconnectedness 

Interconnectedness. If we know anything about the world, it’s much smaller than we think. And after you’ve mapped out the systems for the problem you’re trying to solve, it’s time to figure out how the systems are connected. 

Sometimes, it may seem nonlinear or non-consequential. But if you dig deep enough, you’ll likely find some fibers connected between specific systems. 

For example, let’s use the pandemic. COVID-19 illuminated that our systems are more connected than we think. The impacts of COVID-19 disproportionately impacted communities of color and those of lower socioeconomic status. On its face, it might not have been readily apparent that a public health crisis would bleed into a different system, our economy. 

3. Synthesis 

This concept is synthesizing. Essentially, it’s making sense of things in the context of the problem you’re trying to solve. Opposite to analysis, synthesis usually is when you combine ideas or things to create something new. 

4. Emergence 

Let’s look at the solar system. We know that the solar system is a large, abstract, and complex system. It’s made up of planets, stars, galaxies, and many other things that we likely have yet to discover. 

But that’s the point of emergence: larger things emerge from smaller things. And when it comes to figuring out how synthesizing (or how you’re putting together different parts), emergence is critical. 

5. Feedback loops 

Feedback is critical to understanding if something is working. More importantly, feedback helps us understand when things aren’t working. 

If you’re adopting systems thinking in your organization, consider how you’re implementing feedback loops into the process. 

For example, let’s say you’re rolling out a new performance management software. Your HR teams are working with managers across the business to adequately train folks on how to use the platform. However, you realize that some managers are missing key milestones, like annual performance reviews . 

You set up some focus groups and office hours with your managers. In these sessions, you learn that your managers are missing out on performance review milestones in the system because they don’t know how to navigate the software. After gathering feedback , you realize that your organization requires more support. 

6. Causality 

Causality is the idea that there’s a cause and effect. It’s pretty simple: your actions impact the outcome. And so when you’re looking at a part of the system to solve, it’s important to test the cause and effect pieces of your systems. 

Let’s go back to our example from above. Because you’ve implemented regular feedback checkpoints within manager office hours, your HR team can better adjust their communication strategy. With help from the internal communication team, your HR team put together some guides on how to best use the software. This helped improve the number of “missed” performance reviews by 30%. 

How to apply systems thinking to the workplace

If you’re ready to apply systems thinking to the workplace, here are four things to keep in mind. 

Practice future-minded thinking 

Future-mindedness can keep organizations prepared for the future. Of course, we know the future is unknown. Especially now, there’s plenty of uncertainty and change looming. 

But with future-mindedness, your organization can be better equipped for what the future holds. Training your leaders to build their future-minded skills can help to keep your organization agile, resilient, and relevant for whatever the future holds. With future-mindedness , the impact speaks for itself: 

• Individual performance and well-being increases 
• Team performance increases with more agility, resilience, and risk-taking 
• Teams are more innovative, creative, and collaborative 
• Employee retention increases by 33% 

Promote a growth mindset 

Organizations, now more than ever, need to adopt a growth mindset. Learning is a lifelong journey for any person. Why wouldn’t organizations adopt the same sort of mindset? 

Think about how you can cultivate a growth mindset within your workplace. For example, how are you encouraging professional development ? Are you promoting from within and encouraging career mobility ? In what ways are you creating career advancement opportunities? Do your employees invest in upskilling or reskilling? 

Create space for feedback 

The success of any organization hinges on the ability to provide — and receive — feedback . At BetterUp, we see feedback as a gift. It’s a way to identify what’s working. But more importantly, it’s how we evolve and grow. 

Are you creating spaces for feedback? How are you keeping a pulse on your employees’ engagement ? Are you encouraging upward feedback or 360-degree feedback ? 

Use coaching 

We all need guidance. Especially when we’re tasked with solving some of the toughest problems, it helps to have an outside perspective. 

That’s where coaching comes in. With BetterUp, you can pair your employees with personalized support to help crack tough problems. A coach can help your employees tap into parts of themselves that they didn’t know existed. In turn, it will help improve your organizational effectiveness . 

Try BetterUp. Together, we can build a future better equipped to solve tomorrow’s problems.

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Madeline Miles

Madeline is a writer, communicator, and storyteller who is passionate about using words to help drive positive change. She holds a bachelor's in English Creative Writing and Communication Studies and lives in Denver, Colorado. In her spare time, she's usually somewhere outside (preferably in the mountains) — and enjoys poetry and fiction.

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Systems Thinking: How to Solve Problems So They Stay Solved

From production to customer service and marketing, organizations are made up of a series of interconnected parts. While each function may appear to operate efficiently on its own, a change in just one cog can throw the whole system out of whack. The problems that arise in interconnected organizations can be difficult to solve.

Systems thinking is problem-solving approach that examines the relationships between functions in an organization. Systems thinking is powerful because it enables you to predict the consequences of a potential change. This problem-solving method can also help you eliminate silos, see different viewpoints, and remain focused on the big picture.

Ultimately, systems thinking empowers you to solve problems so that they stay solved. Instead of offering quick-fix solutions that work only in the short term, systems thinking helps you make decisions that benefit your organization in the long run.

You will learn how to:

• Apply systems thinking in the workplace in ways that benefit you and your organization: encouraging innovation, learning from mistakes, and enhancing leadership and management skills.
• Apply the tools of systems thinking to solve a problem.
• Minimize the unintended consequences of major decisions.

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Understanding Systems Thinking: A Path to Insightful Problem-Solving

In today’s dynamic and complex business landscape, traditional problem-solving approaches often fall short in addressing persistent challenges. Enter systems thinking, a powerful methodology that offers a fresh perspective by considering the interconnectedness of various elements within a system. In this article, we delve into the fundamentals of systems thinking, exploring its principles, benefits, and practical tips for beginners. Whether you’re eager to introduce this approach in your organisation or looking to enhance your problem-solving skills, let’s embark on a journey of understanding the intricacies of systems thinking.

Table of Contents

Understanding Systems Thinking

Practical tips for beginners, the benefits of systems thinking, when to apply systems thinking, getting started, utilising systems thinking tools, indicators of progress in systems thinking.

Systems thinking encompasses a broad range of principles, tools, and a philosophical mindset. It involves understanding the circular nature of the world we live in, recognising the role of structures in shaping the conditions we face, and acknowledging the existence of powerful laws governing systems. By adopting a systems thinking approach, we gain a deeper understanding of the consequences of our actions, allowing us to make more informed decisions.

• Study Archetypes: Dive into the classic stories and patterns to enhance your understanding.
• Practice Frequently: Analyse real-world scenarios, such as newspaper articles and current headlines, through a systems lens.
• Apply Systems Thinking Everywhere: Extend your application of systems thinking beyond the workplace to gain a holistic perspective.
• Embrace Different Perspectives: Use systems thinking to explore alternative viewpoints and understand how others perceive a system.
• Accept the Learning Curve: Recognise that becoming skilled in utilising systems thinking tools takes time and practice. Embrace the journey!

Systems thinking offers several compelling reasons to adopt its principles in problem-solving endeavours. By broadening our thinking and enabling us to articulate problems in novel ways, it expands the range of choices available for resolving complex issues. Furthermore, systems thinking emphasises the importance of considering the interconnectedness of various elements, highlighting that every decision has ripple effects throughout the system. By anticipating these impacts, we can make informed choices and minimise unintended consequences.

Ideally, systems thinking is suited for problems with the following characteristics:

• Importance: The issue at hand holds significant significance.
• Chronicity: The problem persists over time, rather than being a one-time event.
• Familiarity: The problem has a known history, indicating previous attempts at resolution.
• Previous Failures: Past efforts to solve the problem have been unsuccessful.

When approaching a problem through systems thinking, it’s crucial to foster a blame-free environment. Instead of focusing on assigning blame, encourage curiosity within the team. Prompt discussions by asking thought-provoking questions like, “What aspects of this problem are we failing to comprehend?”

To ensure a comprehensive analysis, employ the iceberg framework. Encourage the team to describe the problem by examining its events, patterns, and underlying structures. Additionally, diverse perspectives are essential. Involve individuals from various departments or functional areas to capture a comprehensive range of mental models.

One of the fundamental tools in systems thinking is the causal loop diagram. When using this tool, remember that simplicity is key. Start with a small and straightforward diagram, gradually adding elements as necessary. The diagram should reflect the story your group aims to depict accurately. Don’t fret about creating a diagram that includes every variable; focus on capturing the causal relationships that matter most.

Another valuable resource in systems thinking is the use of archetypes. These classic stories serve as powerful illustrations of systems behaviour. Keep the application of archetypes simple and relatable, allowing individuals to draw parallels between the archetypes and their own problems.

As you progress in your journey of applying systems thinking, it’s essential to gauge your proficiency and recognise when you have truly grasped its principles. Here are some indicators that can help you determine if you’re on the right track:

• Asking Different Kinds of Questions: A hallmark of systems thinking is a shift in the types of questions you ask. Instead of focusing solely on immediate causes and effects, you start exploring the underlying systemic structures and interconnections. You find yourself inquiring about feedback loops, dependencies, and unintended consequences, seeking a more holistic understanding of the system at play.
• Recognising Cautionary Flags: With a growing understanding of systems thinking, you become attuned to catchphrases that may oversimplify complex problems. For instance, when someone suggests, “The problem is we need more (sales staff, revenue),” you instinctively recognise the need to delve deeper. You redirect the discussion towards systemic factors, understanding that increasing staff or revenue alone may not address the root causes.
• Detecting Archetypes and Balancing Processes: As you deepen your knowledge of systems thinking, you begin to identify recurring patterns or archetypes in stories and real-world situations. These archetypes, such as “The Tragedy of the Commons” or “Shifting the Burden,” illustrate common systemic behaviours. Recognising these archetypes enables you to spot imbalances and reinforcing processes within a system, facilitating a more comprehensive analysis of complex issues.
• Surfacing Mental Models: Systems thinking invites a deep exploration of mental models—the deeply held beliefs, assumptions, and perspectives that shape our understanding of the world. As you progress, you become adept at recognising and challenging your own mental models and those of others. By surfacing and examining these mental models, you can uncover potential biases and broaden your perspective, enabling more robust problem-solving.
• Identifying Leverage Points: Leverage points are strategic areas within a system where interventions can have a significant and lasting impact. With increasing proficiency in systems thinking, you start recognising these leverage points, understanding which actions can create meaningful change. This heightened awareness empowers you to identify leverage points in classic systems stories and apply them creatively to real-world challenges.

Systems thinking is a transformative approach to problem-solving, offering a powerful lens through which to understand complex issues. By embracing these principles and utilising its tools, you can unlock fresh insights and uncover interconnected patterns. Whether you’re just beginning your journey or seeking to refine your skills, systems thinking empowers you to tackle challenges more comprehensively, paving the way for effective and sustainable solutions.

Remember, systems thinking is not just a method; it’s a lifelong practice that cultivates curiosity, clarity, compassion, choice, and courage. Embrace this holistic approach, and you’ll witness a paradigm shift in the way you perceive the world and address complex problems.

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What is Systems Thinking? And How to Use the Fifth Discipline to Understand it?

Systems thinking, also known as systems dynamics, combines understanding how complex systems integrate with each other and solving complicated problems that involve multiple inputs and outputs from these systems’ perspectives. The theory can also help us to build a clear vision of the system while proposing a solution that considers seeing the complex system as a whole picture rather than individual parts. This approach contributes to building a solution considering all the system’s aspects and related systems. In our previous article, The Six Systems Thinking Steps to Solve Complex Problems , we discussed systems thinking as a tool to solve complex problems.

Solving problems is not as easy a job. In many situations, the solutions themselves may lead to more complex problems without understanding the systems mindset, and the endeavours that attempt to solve a simple problem in a project or a company end up with catastrophic consequences. So, the question is, how can we solve a problem while trying to avoid causing the company further problems? The quick answer is to build a holistic approach to solving problems that is based on understanding systems’ mindsets and the interconnectedness between them.

Related articles:

• The Six Systems Thinking Steps to Solve Complex Problems
• Problem-Solving Using Cause and Effect Diagram

What is the Fifth Discipline?

One of the systems-thinking-related theories that propose an answer to this question is the Fifth Discipline theory. It was coined by Peter Sense, senior lecturer at MIT, in his book The Fifth Discipline: The Art & Practice of the Learning organization . His theory focuses on transforming a firm into a learning organization through undressing complexity, developing a reflective conversation and fostering aspiration while systems mapping to achieve this transformation, these five disciplines were introduced in the book:

– Personal Mastery refers to the employee’s personal ability to learn and grow. Employees who have high personal mastery are continually learning and improving their capabilities.

– Mental Models suggest that employees will develop their own mental characteristics based on their views, assumptions, and prejudices, and while their actions don’t align with what they say, their actions align with their mental models. Therefore, it is important for managers to understand the mental models of their employees in order to be effective system thinkers.

– Shared Vision refers to the picture of the future shared by the employees inside the organization that can be used to create a connection between them through common aspirations and motivation.

– Team Learning depends on personal mastery as it aims to align the team’s capabilities and develop them to achieve the holistic goal of the team or the organization.

– Systems Thinking refers to seeing the system as a whole rather than as individual parts. Systems thinking depends on the above disciplines to ensure they are building a smart system that is able to identify causes and effects and the implications of findings toward solving problems efficiently.

What are the feedback loops?

Before xtending to the Fifth Disciplne laws, it is worth clarifying the term feedback loops and their main two loops. Feedback loops refer to the interconnections between the cause and effect in the system, and how the inputs and output are affecting each other within the system.   There are main two feedback loops that affect the systems’ components:

– Reinforcing feedback: In this loop, any change in the system can trigger a change in it in the same direction of the change itself.

– Balancing feedback: The system aims to balance (adaptive system). So, the more you push for change in the system, the system pushes back as it seeks balance.

The 11 Laws of the Fifth Discipline

In association with the Fifth Discipline theory, Peter Sense suggested 11 laws that synthesis different situations that may face the application of a specific solution, which are assumed to result from a problem-solving process. One or more of the below situations may occur and have a negative impact on the problem-solving process.  

1- Today’s problems come from yesterday’s solutions

Since the organization is a connected system, the current problem is more than likely to result from a previous solution adopted either by existing colleagues or previous ones. So, before adopting any new solutions, it is very important to understand the history of the existing problem. What is the previous solution that produced it? Is the problem related to existing organizational policy or vision? If so, this means that any new solutions will turn out to also be a problem because of the company’s strategy or policy. The cause/effect diagram can help build a link between all the possible causes of the problem, including the previous solutions adopted by the organization.

2- The harder you push, the harder the system pushes back

When you plan to push the system toward a specific solution, the system tends to resist the change, resulting in a phenomenon known as “compensative feedback.” Through this process, the implementation of the solution should consider factors such as: how the system will accept the intervention and the expected feedback (response) from the system, how the changes will affect the existing elements inside the system, such as employees, and what different parties understand the benefits of the change to be. If the system is expected to push back against the solution, then the prior preparation stages can be implemented, such as partial applications of the solution or increasing the employee’s awareness of the benefits of the changes.

3- Behaviour grows better before it grows worse

One of the more noticeable situations when applying a solution for a specific problem is that the system may start to backfire and interact in an undesirable way before showing improvement. For example, changing the project development process may cause negative effects, such as delays in the project delivery, chaos, and a lack of clarity among the project stakeholders. Once these side effects end, the benefits flow, and a better process is adopted that can improve the development cycle and final product. This can be solved by being prepared for this period. For example, the change in the process can be done outside the peak time or applied to a small group of employees first before adopting it with the entire team.

The 11 Laws can provide clear awareness of the problems that may occur while applying a problem-solving solution.

4- The easy way out usually leads back in

In some cases, the best solution is to understand the problem from a systematic approach to eliminate it. Systems thinking depends on having an understanding of the systems structures and the other related systems. Therefore, before solving a problem, it is important to understand more about it and how eliminating it will affect other related systems in order to avoid creating bigger problems. For example, using pesticides to eliminate field pests, such as frogs, may lead to increasing harmful insects. In this case, the solution should consider the consequences before adopting a solution.

5- The cure can be worse than the disease

The solution for problems can become worse than the original problem if the main problem is not well-defined. Sometimes, the proposed solution doesn’t fit the existing system or problem. In this situation, a clear understanding of the problem should help to suggest solutions that work with the existing system. For example, a company changes their design team because the product is not consumer-centred, which may cause the company to bring on a new team who isn’t familiar with the product, thus making the results worse. However, if a clear definition of the problem was set in the beginning, we may end up realizing that more communication between both the marking team and the design team was the only solution needed.

6- Faster is slower

If the solution aims to increase the system productivity beyond its optimal rate, the system may actually slow down to compensate for this change in growth rate. All systems have an optimal growth rate, which is far less than its fastest growth rate. If the problem tends to increase the rate over the optimal growth rate, the system will react by slowing down its growth to reach the optimal growth rate. For example, if you push employees to work harder for a longer period of time, you end up with a burnt-out team who slows down their progress in order to overcome their exhaustion.

7- Cause and effect are not closely related in time and space

When we covered the cause/effect relationship in a previous article, we didn’t cover how they relate. Many people think that the cause of the problem, the effect of the problem, or the problem itself are connected in terms of time and space. However, the cause or number of causes may create effects at different times and locations. For example, if transportation costs increase, the future prices for a product may increase in the market, which causes the consumer satisfaction rate to decrease…etc.

8- Small changes can produce big results—but the areas of the highest leverage are often the least obvious

Small, well-focused solutions can lead to demonstrate significant impacts, especially when they are implemented in the right place and time. For example, finding the right combination of procedures to solve a problem can contribute to building a long-term, sustainable solution.

9- You can have your cake and eat it too — but not all at once

A majority of problem-solvers base their decisions on the “either-or” selection method, as they believe that problem-solving tools can only provide one solution in a specific amount of time. However, the systems thinking method teaches us to consider the big picture. We can provide a complete solution that accomplishes all the required goals if we consider achieving these solutions based on a determined timeline. In this context, we need to understand the problem, the company, and if the problem is actually an effect of a bigger issue.

10- Dividing an elephant in half does not produce two small elephants

Problems need to be seen as a whole rather than as individual parts. Dividing problems into sub-divisions may lead to more problems than solutions. Subsequently, the solution should be planned with consideration for the whole system or organization rather than individual departments.

11- There is no blame

One of the common difficulties when solving problems is to point the finger at someone as the sole guilty person. However, in system thinking, everyone is part of a whole system. So, me, you and the other stakeholders are all part of the problem and the solution. The solution should always consider the stakeholders while planning the solution. For example, solving problems requires the involvement of all of the stakeholders in order to learn about each one’s perception of the problem and suggested solutions.

Problem solvers face challenging issues related to the application of their solutions in reality, which may lead to failed problem-solving processes. If we look at the systems thinking theory, we may find solutions for these practical issues through understanding the system behaviour and variables. The 11 Laws of the Fifth Discipline highlighted situations that problem-solvers face when applying systems thinking as a problem-solving method inside organizations. Considering the above 11 laws during the problem-solving process may contribute to building a real and applicable solution.

Bibiliography

Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization . Broadway Business.

Wright, D., & Meadows, D. H. (2008). Thinking in systems . Earthscan.

The systems thinking, also known as systems dynamics, combines understanding how complex systems integrate with each other and solve complicated problems that involve multiple inputs and outputs from these systems perspective.

Fifth Discipline theory. It was coined by Peter Sense, senior lecturer at MIT, in his book The Fifth Discipline: The Art & Practice of the Learning organization . His theory focuses on transforming a firm into a learning organization through undressing complexity, developing a reflective conversation and fostering aspiration while systems mapping to achieve this transformation.

Feedback loops refer to the interconnections between the cause and effect in the system, and how the inputs and output are affecting each other within the system.  There are main two feedback loops that affect the systems’ components: reinforced feedback loop and balanced feedback loop.

1- Today’s problems come from yesterday’s solutions 2- The harder you push, the harder the system pushes back  3- Behavior grows better before it grows worse 4- The easy way out usually leads back in 5- The cure can be worse than the disease 6- Faster is slower 7- Cause and effect are not closely related in time and space 8- Small changes can produce big results—but the areas of the highest leverage are often the least obvious 9- You can have your cake and eat it too — but not all at once 10- Dividing an elephant in half does not produce two small elephants 11- There is no blame

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What Is Systems Thinking?

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• Derek Cabrera 4 &
• Laura Cabrera 4  

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This chapter provides a brief overview and understanding of the historical evolution of the field of systems thinking, which has been characterized as occurring in three waves, the last of which recognized a plurality of methods and approaches. In the last decade, a fourth wave has emerged that is based on four simple cognitive tasks or “rules” – making distinctions and recognizing systems, relationships, and perspectives (DSRP). These four rules combine in infinitely complex ways to produce the emergent property of systems thinking. They underlie and serve to integrate the diverse methods and approaches of systems thinking. Applying DSRP is a new skill that extends and enhances popular systems thinking tools and approaches. DSRP provides a common language and analytical method to span the multiple subfields that have often worked in isolation, allowing the tremendous pluralism in systems thinking to exist alongside universality. Importantly, the simplicity of the DSRP rules makes it far easier to teach and learn systems thinking. The fourth wave makes systems thinking more accessible than ever before, as DSRP cognitive skills can be taught to individuals at all levels in all disciplines. The corollary development of systems modeling techniques are accessible ways to capture and measure one’s progress in developing the skills required for systems thinking. The historical overview and description of where the field is headed will provide context for an introduction to the role of systems thinking in human and organizational development and in particular the relevance for educational systems.

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Cabrera, D., Cabrera, L. (2023). What Is Systems Thinking?. In: Spector, M.J., Lockee, B.B., Childress, M.D. (eds) Learning, Design, and Technology. Springer, Cham. https://doi.org/10.1007/978-3-319-17727-4_100-2

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Systems Thinking, Episode #1 What are Wicked Problems and Why Should I Care?

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In a series of blog posts, I want to share how you can use Systems Thinking to resolve complex problems. Systems Thinking aims at understanding and possibly solving complex problems. In this episode, I will focus on complex adaptive problems, also known as “Wicked Problems”.

Wicked problems are very difficult problems that don’t seem to have a simple solution. They're like an inextricable knot. When you've unravelled one thread of the problem, new problems keep popping up.

Some examples of wicked problems you probably know: 

• Global warming
• The boat refugees
• Traffic jams

In Scrum, we also experience Wicked Problems. Some examples of Wicked Problems Scrum Masters have to deal with:

• Your team keeps on rejecting items prepared by their Product Owner.
• Your team cannot finish the work in the Sprint for many Sprints in a row. 
• The system is so complex, every change we do creates many bugs. 
• How can you (the Scrum Master) tell the team to be on time without being a boss?
• The amount of meeting time keeps on growing since we started working with Scrum.

Key characteristics of Wicked Problems

They are not formulaic . This means you cannot describe them in a formula. This also implies there is no universal solution to these problems. Because of the complexity caused by the high number of unknown variables and relationships between them, we cannot describe solutions in the form of formulas, also known as "best practices". The behaviour of these problems is unpredictable.

They have fuzzy boundaries and are highly connected to other problems. There is no way we can discover a clear root cause for these problems. Consider “We continuously have these crazy deadlines”. This can be because the PO is not inclined to split items small enough. Or maybe the sales department is not connected to IT R&D and promises impossible software ideas to customers with a set deadline. Maybe crazy deadlines is a team perception problem. Or maybe management thinks the teams are lazy and feels the need to raise the bar as an attempt to increase output. Wicked Problems have a series of root causes. It makes sense to say that there is no single root cause, but there are many root causes.

Applied solutions lead to other problems (unintended consequences). What makes problems wicked is that there are delayed effects hidden in them. Humans are not very good at understanding behaviour with long delays between an event and a delayed response. We tend to focus on the short term and look for short term relationships between cause and effect.

A great example cited in many Systems Thinking literature is the story of the Borneo cats, aka Borneo cat drop. The problem on the island of Borneo started when they were hit by Malaria in the 1950s. The World Health Organisation (WHO) was called to rescue. The WHO sprayed the island with DDT to kill the malaria mosquitos. This effectively killed the mosquitos which made malaria become contained. However, there were many unknown side effects: The DDT also killed wasps that normally would have eaten larvae which now became a plague and destroyed the thatch roofs that started collapsing on peoples’ heads.

Over the next eight years, animals like geckos, feeding on insects, stored an increasing amount of DDT in their system without dying of it due to their slow metabolism. Geckos are eaten by cats, but because of the high concentration of DDT in the geckos, the cats started to die massively. With the cats gone, a rat plague emerged, killing the grain stores and caused the plague. The WHO decided to parachute cats across the island, which stabilised the situation. ( Read the story in detail) .

Wicked Problems involve multiple perspectives. Wicked problems contain many layers, with many angles to consider when studying them. For example, when teams are slow in delivering software, ways of looking at this problem might be the organisational structure (siloed component teams?), the value stream (what is our product?), the costs involved (organisational optimisation goals?), the team happiness, etc. 

Wicked problems are systems with complex behaviour. If we want to solve them or at least improve the situation, a behaviour change is required. We need to understand their behaviour to help us find an intervention that will make the system behave differently. We need to strive not to solve the problem, but to make intervention decisions that can improve the situation whilst limiting any possible negative consequence of the intervention. In other words: Solving wicked problems is often not possible, but understanding them is possible and beneficial. Let’s consider a homeless person. Giving a house to a homeless person is a possible solution. By studying the system, which is studying the dynamics that led this person to become homeless, might reveal that this person is mentally damaged and does not take any form of responsibility for his own life. Knowing this makes providing a house, not a solution that fixes the problem. This will only temporarily improve the situation or even make it worse in the long run. 

Finding the right intervention.

When we understand a problem and we think to know how to intervene, then it makes sense to do so. However, if the problem reoccurs later, we know that we did not address a true root cause. For example, we might have a problem with the number of bugs being so high that there is no time available to work on new functionality. Sending every developer to a "clean code" workshop is likely to be beneficial in the short term. However, it is also very likely the problem will reoccur at a later point in time. What happened? We delayed the “setpoint” of the system to show certain behaviour. We did not apply an intervention that changes the behaviour of the system permanently. This is because there are other factors at play that have a stronger causal relationship to the number of bugs. (For example, the pressure on the team applied by the Product Owner causing too much work in the Sprint and causing the developers to cut corners in the code which creates bugs.)

Unravelling Wicked Problems is not easy. To better understand them we need awareness of two capital concepts: Cognitive Biases and the Imperfection of Modelling. 

Cognitive Biases

Cognitive biases are filters that we apply unknowingly when processing information. It's like not being aware of the taste of water. Cognitive biases make us subjective: we interpret while we think we are being objective (observe). To be able to understand a Wicked Problem, we need to be aware of what our cognitive bias is in order to form an image in our brain that gets closer to reality. There are many cognitive biases. A very common bias is seeing what you want to see (confirmation bias) . The belief that we experience the real world directly is called reality bias . In fact, we experience the real world by relating it to our past experiences and preconceived assumptions. We continuously compare the world around us with our understanding of the world thus far.

Imperfection of Modeling

It is important to understand that humans use models in their brain to make sense of reality. Our brain likes easily understandable simplifications of reality. However, we need to be aware that models are handy but never correct . Even Einstein's best ideas were imperfect. His general relativity explains how the universe works in many situations, but it breaks down for black holes. That does not make relativity useless. The problem with models is that they pre-program (bias) our brain. You have a mental model about everything: lions, solar system, elevators, teams, Scrum, etc. They form your current understanding of those concepts. When you would study Scrum in-depth, you will adapt your mental model about Scrum. In summary, we need to be aware that models are both useful and imperfect. 

How can Systems Thinking help resolving Wicked Problems?

A key aspect of Systems Thinking is it makes us aware of how our thinking works. Mental models are a core building block in our thinking. We know that models are imperfect and that our mental model, our understanding of reality, is skewed by biases. This awareness in itself is already valuable as it reduces the impact of our assumptions in trying to understand Wicked Problems. 

Systems Thinking is different from analytical thinking. When we analyse, we take things apart to learn how things work. However, it is useless to take a British car apart if we want to understand why the British drive on the left side of the road. Where the answer to a question in analysis lies inside the subject we study, with Systems Thinking, it lies outside the subject. Systems Thinking is thinking inside out. 

Solving a Wicked Problem is Intervening in a complex system. If you face a very tough problem, it is a flaw to think it’s just one single problem. There are many factors, many interrelated problems with many root-causes to consider. To understand Wicked Problems, System Thinking advises to identify as many associated problems as possible and then bundle them in groups. Clustering or bundling problem groups and then labelling the groups will reveal first- and second-order effects in the system behaviour. Interventions on first-order effects are more likely to permanently change the behaviour of a system, i.e. solve the Wicked Problem.

Understanding Wicked Problems is useful for Scrum Masters when they cluster and unravel problems raised at the Sprint Retrospective, when they try to understand complex dynamics of the organizational system and when they try to understand what stops Scrum from functioning optimally.

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Making the Jump to Systems Thinking

W hen Albert Einstein began to play with the theory of quantum physics, he didn’t like it. He spent a few years trying to disprove it, because it didn’t make sense to him. But in the end, Newtonian physics couldn’t answer Einstein’s questions. His only choice was to become a quantum thinker. This didn’t mean that he rejected Newtonian physics entirely; it simply meant that there were many occasions when he had to use a quantum rather than a Newtonian approach.

People don’t become systems thinkers because systems thinking is so cool; they do so because they discover that linear thinking won’t answer their questions. Linear thinking is cause-and-effect thinking: One cause has one effect. Sometimes it works adequately, as when you run out of gas and your car stops. Your car stopped (effect) because it had no gas (cause). If you put gas in again, your car will run. Linear thinking is quite effective in solving this kind of problem.

So many of the interventions we design focus on addressing symptoms rather than underlying problems. Use the clues in “Is It a Problem or a Symptom?” to determine whether your actions are merely bandaids or are likely to have a lasting, positive impact.

However, our world is made of many complex relationships and interrelationships. Systems thinking provides a perspective that, most of the time, various components affect each other in various, and often unexpected, ways. So, for example, the use of the pesticide DDT to kill mosquitoes led to a number of unanticipated side effects. These included the decimation of several species of mosquito-eating birds and the rise of DDT resistant mosquitoes. Over time in some places, this dynamic made the mosquito problem worse (see “Unintended Consequences of DDT”). In organizations, systems thinking brings powerful tools and enlightened perspectives to organizational diagnosis, problem solving, strategy, and leadership (see “Linear vs. Systems Thinking”).

UNINTENDED CONSEQUENCES OF DDT

LINEAR VS. SYSTEMS THINKING

The Road to Becoming a Systems Thinker

Adopting a systems approach takes persistence and curiosity. Being the sole systems thinker in a linear thinking organization can be a lonely place. People will not understand you. You’ll feel like you’re walking around with two heads… whenever you talk, people will stare at you, confused.

Of course, many people have thought systemically all their lives. Many of them don’t even know that what they are doing is labeled “systems.” But for the vast majority of us, the jump to systems thinking requires time, practice, curiosity, and intentionality (see “Making the Shift”).

MAKING THE SHIFT

Is It a Problem or a Symptom?

One way to start to shift from linear to systems thinking is to practice identifying whether something is the problem or merely a symptom of something deeper. Linear thinking tends to focus on addressing surface-level behaviors – or symptoms. Unfortunately, making a symptom go away won’t solve the problem. In fact, it may make things worse and cause effects in other parts of the organization. A manager taking a systems thinking approach will work to understand the underlying problem before addressing any of the symptoms. Usually, if the true problem is solved, the symptoms will be eliminated as well.

How do you know if you’re seeing the real, underlying problem or simply a symptom of something deeper? Below are eight clues that what you are experiencing is an indicator of a larger problem rather than the problem itself:

• The Size of the Problem Isn’t Commensurate with the Discussion Around It.

Is the problem too small in comparison to the time and energy it is taking? If people are spending all their time, for example, complaining about the color of the carpet or the shape of their offices, you can assume that their reaction is a symptom of another problem.

• People Don’t Solve a Solvable Problem.  Is it within the power of the people in your organization to solve the problem, but they don’t? For example, people complain there is no decaffeinated coffee, but no one does anything about it. Why don’t they feel empowered to change the status quo?
• The Problem Won’t Go Away.  What has the history of the problem been? Is it something that won’t go away? Have you tried to solve it and have been unsuccessful? Does it keep coming back, like a monster in a horror movie? Does the problem morph into a related issue once you “solve” the original issue? Generally speaking, if you “solve it” and it comes back, then you haven’t addressed the underlying problem.
• The Problem Involves Emotional Barriers.  In the middle ages, prior to Christopher Columbus, mariners were afraid to sail south of the equator. Contrary to popular belief, they weren’t afraid of falling off the edge of the world. (The ancient Greeks had proven that the world was round in about 500 B. C.) They were unwilling to do it because it hadn’t been done before. Sailors never even considered it a possibility. As such, it was an emotional barrier, a product of stunted imagination. The same kinds of emotional barriers are present in today’s organizations. What are the things that are never talked about? What are the things that, if someone mentions them, people laugh them off? Where is the imagination stunted in your organization?
• The Problem Has a Pattern.  Does the problem have an annual cycle? Is it predictable? If so, it may be a symptom of something deeper.
• The Organization Has Kept the Problem Around, like a Pet.  In a healthy organization, if a problem arises, people solve it once and for all. Unhealthy organizations need problems because they give people something to focus on and fuss about. No one consciously tries to keep the problem, and everyone says they want to solve it. However, even though we may not be aware of it, we manage to keep the challenges we like!
• Other Stresses and Anxieties Are Present in the Organization.  The more anxiety in an organization, the more likely it is that real problems are hidden, manifested only in symptoms. For example, in companies with a domineering culture, employees can feel victimized by management. Most people, when feeling victimized, will complain about other things rather than reveal their true feelings. The more stresses that are present, the more likely there will be a variety of seemingly unrelated symptoms.
• As One Problem Is “Solved,” Another Crops Up.  In an organization that relies on reactive, quick-fix, cause-and-effect management, once one problem is solved, another tends to crop up. Most linear thinkers won’t realize that the two issues are related. Meanwhile, the underlying dynamics fueling the problems fail to be addressed.

Ten Enemies of Systems Thinking

The ten statements below are usually evidence of linear thinking and, thus, enemies of systems thinking. Hearing them is not always a sure-fire guarantee that linear thinking is coming, but they should set off warning bells.

• We’ve got to fix it quick!  This is the proverbial “quick-fix” mentality. We see a problem, and we react to fix it before we really understand it. There is nothing wrong with quick, assertive action, and a systems response to a problem is not necessarily slow. But doing the fix before grasping the problem is a recipe for disaster.
• “Oh, let’s just put a bandage on it.”  The bandage solution is often a half-hearted attempt to fix a problem. The danger is that it can cover up the worst of the symptoms while allowing the problem to continue to fester.
• “We must make the budget by the end of the fiscal year!”  Budgets are notoriously linear. They force us to make decisions based on money rather than on whether the idea is good. In particular, making a decision to fix something so we are “in the black” by an arbitrary deadline is problematic. While being profitable is desirable, last-minute Herculean efforts to reach monetary targets are the antithesis of systemic thinking. Short-term quick fixes almost always harm long-term sustainability.
• “We need to respond immediately!”  Knee-jerk reactions and panic attacks, borne out of anxiety and learned helplessness, create linear solutions. A calm, reasoned strategy offers a more systemic way to address a situation. This does not mean acting slowly; it means taking a moment to consider the different variables that contribute to a situation.
• “Who cares?”  An apathetic approach, or a plain lack of curiosity, is a barrier to effective problem solving. Curiosity, play, imagination, and adventure are the antidotes to stuck organizations.
• “We need more information.”  There is nothing wrong with seeking more information, unless we believe it will solve the problem for us. Additional data is good when we know its place. We – not information -have the power to act. And we – not information – must have the courage to do so.
• “Oh, you’re just thinking too much.”  Shallow and superficial thinking is everywhere – just watch the nightly news. All of the complex problems of the world are boiled down to a few sound bytes. The accusation of “thinking too much” usually means “Stop thinking differently from me.” The reality is that systems thinking is a new kind of thinking, and not everyone likes to stretch in new ways.
• “To hell with the rest of the organization; we must get our own needs met.”  Many people in organizations hold this kind of fortress mentality. In our companies and schools, we live in bunkers, protecting our own needs and the resources of our unit. Consequently, we end up thinking of win-lose strategies and strategizing about how to get more for ourselves. This approach is classic linear thinking.
• “We can’t have any conflict.”  Some of us will do anything to keep the peace in our organizations. Edwin Friedman calls this “peace-mongering.” Peace-mongers will avoid, suppress, and mask conflict, at the expense of discussing and addressing real issues.
• “You will do it this way, and you will enjoy it!”  Authoritarian managers who force their will on the workforce are prime examples of linear thinkers. Wisdom is collaborative, and domineering interventions undermine innovation, collective problem solving, and creativity.

Systems thinking is easy for some and difficult for others. Some people intuitively think in systems terms and have done so their entire lives. However, most people today think in linear, reductionistic, and mechanistic terms.

At first when people start thinking in systems, they can find things to be a bit chaotic. They become overwhelmed by the number of variables and think, “How can I do anything if I don’t know what effect my intervention will have?” This kind of thinking is normal and usually gives way to a sense of deeper insight as an individual begins to learn various principles of systems behavior. We hope the ideas in this article offer a first step toward that kind of understanding.

Jim Ollhoff ([email protected]) is a college professor, with an academic background that includes training in education, family studies, developmental psychology, social psychology, and systems theory. His academic interests are the process of discovery in anxious systems, effective management from a complexity perspective, leadership, strategy, and adult learning. Jim teaches courses in the areas of family studies and in management.

Michael Walcheski is the chair of the Department of Family Studies at Concordia University, St. Paul, Minnesota. He has a PhD in Marriage and Family Therapy and is a licensed marriage and family therapist.

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Systems Thinking: Definition and Pro Tips to Apply It at Work

Systems thinking is an approach to problems by identifying how different responses will lead to specific outcomes. How can this process benefit you?

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Problem-solving happens in every workplace, which makes systems thinking a critical part of professional success. Learn more about the process and how to use it to your benefit.

What Is Systems Thinking?

Systems thinking is the process of approaching problems by identifying how different responses will lead to specific outcomes.

There are many steps to systems thinking, so focus on the first one: planning. Systems thinking begins before an action or event happens. The benefit is having responses to various outcomes planned before they occur so you can deal with problems swiftly or avoid them altogether.

It may be easier to visualize this process with a systems thinking diagram. Consider the chart below and break down each part to better understand the circular loop of cause-and-effect systems.

The first step in a systems thinking process is identifying the problem or event. In this case, a customer is unhappy with the meal they ordered at a restaurant. Whether they don’t like the flavor or the kitchen doesn’t prepare it to their liking, the issue is their unhappiness.

The second step is analyzing potential solutions or reactions. The server could fix the problem by bringing the identical meal they ordered, but with the mistake removed. The manager could also do the same thing but pay for both orders on the house.

The third step is to outline the potential effects of each responsive reaction. The customer could have one of four possible reactions in the diagram above. It’s impossible to predict the future, but outlining the four reactions makes it easier to choose the better option from the two responses.

Circular looping comes into play when the customer leaves. If they positively react to the second step’s chosen response, they will likely return to order food again. 

Here is an example of systems thinking: Imagine asking your team to use a new calendar software program to schedule meetings. You could use a systems thinking approach to imagine their responses and problem-solve before any issues arise.

While scheduling meetings, your co-workers might use different color-coding systems within the calendar. You could get ahead of this problem in your training conference or introduction email about the new program by creating a color-coding chart for everyone to use.

They might also need help to use it because they think the program only exists on desktops. Systems thinking would inform everyone upfront that there’s an app version and provide a download link.

Systems thinking approaches will differ in each workplace because they adapt to individual problems and environments. You use it to introduce a new calendar program to your team, while another office might utilize it to streamline customer service solutions to a new product rolling out next year. It depends on your challenges and how your employees, customers, or clients might respond to your proposed solutions.

What Is a Systems Thinking Process?

A systems thinking process is when someone plans specific outcomes and solutions to a problem or change in routine. It begins with identifying an issue or potential change, then considering numerous ways people could react to your solution and how you’d solve any resulting problems. 

When you picture systems thinking, imagine an “if-then” process:

• If my restaurant adds a new cheeseburger to the menu, people will need to know what comes with it.
• If I add a description of the cheeseburger to the menu, then people will be likely to try it.
• If I create a commercial for our new cheeseburger, more people will order it.
• If more people want to order it, we’ll increase our routine purchase of ground beef to make more cheeseburger patties.

Systems thinkers understand there’s a circular nature to the work and that actions have consequences whether people plan them or not. 

Systems thinking is also a diagnostic resource. It carefully analyzes current environmental, professional, or relational factors that could lead to specific outcomes. That may result in marketing teams using sincere tones in corporate social media posts to build better public relationships 1 https://journals.sagepub.com/doi/abs/10.1177/2329488418796631 or co-workers leaving personal problems at home to avoid contributing negativity to their workspace.

Picture systems thinking as a magic tool that pauses time. You can watch yourself take one action when responding to a problem and imagine the result. If you don’t like what happens, you can rewind time and see yourself choose a different method.

Welcome to your first lesson in Systems Thinking Magic 101.

When Should You Try Using Systems Thinking? A Few Examples to Consider

Your brain probably feels fuzzy at this point. Take a few deep breaths to clear any confusion away.

This is a new way of thinking—it may take some practice to get used to! Let’s start at square one with a few helpful examples of systems thinking in different industries.

Ready? Let’s dive into it.

In doctors’ offices

This example demonstrates the process of systems thinking. It begins with identifying the problem or event at hand. Before speaking with the patient, the doctor would consider two potential responsive actions and their possible effects.

The doctor would give their best advice to the patient after going through each step of the systems thinking process. The best option would help someone achieve their goal of recovering while considering their financial capabilities.

In research fields

Systems thinking is also essential in research processes. When a recent team of researchers wanted to discover if there was a potential link between cognitive decline in seniors and heart health, they included five lifestyle factors 2 https://www.medicalguardian.com/medical-alert-blog/current-events/the-connection-between-heart-and-brain-health that could affect each participant’s results.

This is an example of how they might use the steps within the systems thinking process to decide how to operate their study and which factors to include.

Considering those factors across the group made it clear that the overall increase in heart health from various aspects made cognitive decline less likely in senior citizens. Without applying a systems thinking approach, the researchers may not have paused to include as many influencing factors as possible before determining the results of their study. The conclusion would have been much less accurate because it needed more information.

If they hadn’t used systems thinking before beginning their study, the research team might have had an experience like this:

Repeating multiple studies on the same primary question or issue would waste time, resources, and funding. Systems thinking would streamline the best possible study structure to get the most accurate results by thinking through potential actions and consequences.

In the workplace

People in general workplaces may use systems thinking processes without realizing it. It happens when you check your tone of voice to maintain a pleasant demeanor or even when a co-worker does something frustrating. You’re automatically thinking ahead about their reaction. 

If you put the same scenario into a systems-thinking chart, it would look something like this:

Your co-worker would likely react negatively if you were mean and make the entire workplace tense. Using a friendly tone still conveys your frustration while maintaining a positive relationship that facilitates a better problem-solving environment.

When Is Systems Thinking Not Helpful?

Example 1: convincing others of your one solution.

Imagine you’re in an office setting where the kitchen trash can is always full by lunch. It smells, attracts flies, and grosses everyone out. You’re tired of seeing garbage pile up daily, so you advocate for a recycling program. The program would create a second bin for multiple types of waste and reduce how often the trash can fills up.

You use systems thinking to convince your co-workers to join your petition to buy a recycling bin. They listen to your reasoning and even agree that the trash is a problem, but they don’t appreciate feeling pushed into a single solution. Your attempt ultimately doesn’t work because people feel forced to agree with you.

A better use of systems thinking might be gathering your co-workers, explaining your concern about the trash, and asking everyone to identify various responsive reactions. They’d brainstorm solutions, and everyone would agree on the most-preferred option.

Systems thinking is about exploring challenges and innovating solutions—not creating a solution and thinking of ways to convince people to do it.

Example 2: Pointing out something your co-worker did incorrectly

Anyone looking for systems thinking examples can also consider a scenario where you must point out how someone isn’t doing their work correctly. You might use systems thinking to identify the best way to ask your co-worker to manage their email inbox more efficiently.

Even if you pick the kindest, most positive way to point out the problem, your co-worker may not have a solution. Systems thinking addresses chronic issues, not individual mistakes.

Meeting with the co-worker would be the more optimal approach. You could point out how they’re missing important emails that require timely responses, then ask what’s preventing them from managing their inbox more efficiently. The conversation could lead to the co-worker explaining how a workload imbalance makes time management difficult.

The workload imbalance would be the chronic issue at hand. You could brainstorm responses together to achieve an optimal, long-term solution. They might speak with their supervisor about adjusting their workload, which would make inbox management easier and leave time for other responsibilities.

Example 3: Asking for help when creating a solution

Some problems require immediate solutions, but you might not always have any ideas. Picture an IT help desk team implementing a new software program for ticketing. Your co-workers attempt to submit tickets for things like printer problems or video equipment malfunctions in a conference room.

However, they don’t understand the multiple steps involved in the ticketing program, so the IT team is never notified of the technical issues.

An immediate solution would be necessary to solve the problem of backlogged tech problems in the office. A solution may take time to come to mind, so you could sit everyone down and brainstorm together. They might explain needing to use the video equipment for a meeting or print necessary documents before a deadline.

Systems thinking wouldn’t be the optimal response if you can’t think of solutions to the problem. The process requires at least one or two ideas to gauge their effects.

Asking everyone for help to create a solution—such as calling the IT team for each issue—would be more effective than letting the emergency worsen while you try to think of something on your own. A systems thinking approach later could establish potential long-term solutions like an educational meeting to walk everyone through the new ticketing program.

How to Apply Systems Thinking in Your Workplace Today

The best way to apply systems thinking in the workplace is to get everyone involved.

Remember how you were confused when you started reading this article? Your co-workers will likely feel the same way. It’s hard to picture many steps when you haven’t used your brain like this before.

Consider using some of these solutions to teach everyone about systems thinking and make it your team’s go-to solutions tool.

Schedule a team meeting

You could host a meeting where everyone reviews systems thinking and how it works with a helpful presentation. The slides would include charts that break down various situations, especially those that happened recently in your workplace.

Work through a problem together in real time

You could gather your team to work on a non-emergent issue in real time. Lead everyone through the process by labeling the problem on a whiteboard and recording each proposed solution. You could draw a line from each possibility to a potential reaction, making systems thinking clearer.

Explain a recently solved problem so everyone understands how you figured it out

You might solve a problem with a systems-thinking approach and schedule an all-hands meeting afterward. Use this time to explain how you solved the issue with your systems-thinking steps. People will understand how you came to your solution and feel encouraged to replicate the process.

Assign a book or article that explains systems thinking

You could also recommend a few systems thinking books for everyone to read together. Even if your employees only read one, everyone will have the same level of understanding because they had the same material.

Ask for feedback as everyone learns

It’s also essential to encourage feedback from each team member. They should note what they liked or didn’t like about a solution everyone arrived at with the systems thinking method. It’s necessary for refining your communication abilities and the steps everyone takes to use them for group efforts.

5 Most Popular Systems Thinking Tools You Can Use Right Now

These five great tools will help you gather your thoughts and lead your team members through each step of your systems thinking process.

People use Kumu to gather and organize data for complex causes and effects to analyze. You can categorize text with shapes, lines, and colors to create visual charts for systems thinking uses.

It’s helpful when trying to convey the systems thinking process for selecting problems and creating solutions with positive results. Everyone will see all the data they need on one screen in an organized way.

Fun tip: Match your chart with your company’s brand colors to make your systems thinking resource aligns with your team visually.

Loopy is one of the most popular systems thinking tools because it’s excellent for presentations . You can create simulations for the what-if questions essential to systems thinking and customize each moving diagram with hand-drawn figures or art. There’s also an option to add models built by other Loopy users, so you can compile your group’s creations to see the individual thinking collectively on a screen.

3. Insight Maker

You can also visualize strategic thinking more clearly with a tool like Insight Maker. It’s a free resource where people make systems dynamics models and causal loop diagrams to understand a complex problem better.

4. SurveyMonkey

Facilitating systems thinking with a group may feel challenging when it’s difficult to hear from everyone before making a final decision. SurveyMonkey lets users develop customizable surveys and get instant feedback.

You could create a survey based on responses from your group to get everyone’s predictions for the final effect of a decision. Their answers could happen in real-time during your next meeting, so the most effective solution is clear before everyone moves on with their day.

While considering using systems thinking tools, try making cause-and-effect diagrams with Canva. It’s a free site for creating content of all kinds, especially if you need to make charts, diagrams, or presentations. Simple text boxes and shapes could demonstrate the steps in your workplace’s systems thinking process for a current challenge and make the right choice clear for everyone.

Still, Confused? Try These Alternatives to Systems Thinking

It’s always helpful to have more than one resource when dismantling a problem and contemplating a long-term solution. In addition to systems thinking, these other approaches could help eliminate chronic issues by yourself or co-workers.

1. Strategic thinking

Instead of focusing on the cause of a problem, you could use strategic thinking to focus on your final goal. Consider how you’d work backward from your objective to your current standing or problem. It may inspire you to reach long-term solutions you wouldn’t have considered without working through the process backward.

Pros: You’ll stay focused on your long-term goal, and every solution will orient toward it.

Cons: Working backward may not work well for individuals who prefer straightforward responses to problems.

Pro Tip: Take your time with this process. Solutions may not come naturally when you’re using a new way of thinking. Stretch your brain by considering multiple responses for each step.

2. Linear thinking

Linear thinkers approach problems by starting at the beginning. They might believe the issue reveals its solutions by analyzing what led to it as a connected series of events. The systematic process and pattern recognition often work best for people who succeed in mathematics, sequencing, and logic.

Pros: Linear thinking aligns with natural rationality by following a problem from beginning to end. It also includes a close look at every factor involved in the issue.

Cons: It’s easier to miss a broader scope of potential solutions because linear thinking closely follows the cause-and-effect approach.

3. Critical thinking

You may solve problems better if you’re into a philosophy that centers on critical thinking. Critical thinkers use their existing skills and knowledge to guide their choices. You might create solutions in the workplace by reflecting on your prior challenges and what you did to resolve them.

Pros: You’ll use previously proven successes to solve current problems. It’s also easier to identify opportunities because you’re always thinking about the effect of your actions.

Cons: You may overthink a problem when confronted with something new and spend more time than necessary on an issue.

FAQs About Systems Thinking

A systems thinking approach looks closely at the cause of a problem and the interconnections that led to it. Linear thinking would analyze an issue with a broad perspective to focus on the ultimate causes and effects of responding to it in various ways.

There are numerous benefits to using systems thinking in decision-making. You’ll understand the root cause of a problem and the factors that led to it. You’ll also have multiple response options to choose from based on the results expected from each one. You can also use systems thinking tools like survey sites, graphs, and maps to get feedback and visually represent your team’s options so everyone understands what comes next.

People should use systems thinking when they need to address a chronic problem with a long-term result. They may also wait to use this approach until everyone on their team exhausts their preferred solutions and feels ready to tackle a problem from a new perspective.

Anyone can apply a systems thinking approach by identifying the cause of a problem. List potential reactions to solve the issue and the consequences of those reactions—good or bad. Taking your time and picking the optimal response could lead to a long-term solution.

Best Systems Thinking Books

People can also learn more about systems thinking by reading the most popular books on the topic. These are a few to consider if you’d like to jump into them.

1. Systems Thinking Made Simple: New Hope for Solving Wicked Problems

By Derek Cabrera and Laura Cabrera

The co-authors of Systems Thinking Made Simple teach the concept by explaining four rules. They assert that every circular system uses distinction, systems, relationships, and perspectives to arrive at potential outcomes. It explains the basics of systems thinking so anyone can apply it in everyday life.

2. Complexity: A Guided Tour

By Melanie Mitchell

Systems thinking exists because people have complex reactions based on their behavioral history and primary motivators. Melanie Mitchell explains this foundational concept in her book using illustrative examples like ant farms. She also explains why the human brain has so many connections and how they create reactions to daily interactions.

After reading this book, you may better understand how to predict someone’s reactions based on how you respond to an event or problem.

3. The Fifth Discipline: The Art & Practice of the Learning Organization

By Peter M. Senge

In his book, Peter Senge argues that companies can only improve their success and productivity by learning new ways of thinking. He explains how systems thinking is a critical new way to approach problems because it doesn’t wait for results—it creates them by planning each action and its consequences.

Key takeaway: Systems thinking can improve workplaces

Congratulations, you’re now a systems-thinking pro. Keep a few helpful factors in mind when you’re ready to get the rest of your team on the same page:

• Everyone involved in problem-solving must understand how systems thinking works to use it effectively.
• Graphics can help illustrate a systems thinking method. 
• Many useful books are available as helpful resources for people learning about systems thinking.
• The systems thinking definition changes in each workplace.

Systems thinking can lead to more effective solutions when team members work together to find long-term solutions to chronic problems. 

Want to learn more about how to work with people on workplace challenges? Develop your interpersonal intelligence to read your co-workers better and refine your leadership style to respond more compassionately when problems arise.

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Systems thinking was designed to improve people's ability to manage organizations comprehensively in a volatile global environment. It offers managers a framework for understanding complex situations and the dynamics those situations produce. Systems thinking is a response to the rapid changes in technology, population, and economic activity that are transforming the world, and as a way to deal with the ever-increasing complexity of today's business.

Senior managers can use systems thinking to design policies that lead their organizations to high performance. The program is intended to give participants the tools and confidence to manage organizations with full understanding and solid strategy.

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Systems Thinking—A Process For Problem Solving in SDLC

“94% of problems in business are systems driven and only 6% are people driven.” ~ William Edwards Deming

WHAT IS A SYSTEM?

We hear and use the word System in all different contexts, all different places, and almost all the time. Also, we probably interact with dozens of systems, such as nature, our own home, retail stores, the organization we work for, etc. So, a system is an interconnecting network of parts that work together thereby creating a larger whole of a complex thing.

WHAT IS SYSTEMS THINKING?

System thinking is a method of critical thinking by which one can analyze the relationship between the system’s parts to understand a situation for better decision-making. Through this system-view approach, a different process for problem solving rises. Rather than isolating a problem and then fixing it, which is a common practice using traditional thinking, the systems thinking approach extends the sight to observe the scope surrounding a problem. Through this systematic approach, causal effects are recognized and a problem space is found-out.

CHARACTERISTICS OF SYSTEMS THINKING

• Shifting perspective from Parts to Whole: The most general characteristic of system thinking is shifting perspective from parts to the whole. System’s properties cannot be reduced to the part’s properties; likewise, systematic properties are properties of the whole which none of the parts have.
• Shifting perspective from Objects to Relationship: System is a collection of objects that interact with each other and build a relationship. In a systematic view, objects themselves build networks.
• Shifting perspective from Structures to Process: In a systematic approach, continual flow of things in system is more important than considering configuration or structure of objects.

SYSTEMS THINKING—A PROCESS FOR PROBLEM SOLVING

By understanding systems thinking as a holistic view perspective, its real value emerges. The value itself is being able to use this holistic view perspective to identify an actual problem, while understanding the extended interconnected network that surrounds it. Traditional analysis focuses on separating the individual parts of the problems caused whereas system thinking allows us to focus on how the individual parts interact with each other and helps identify the cause of a problem.

Consider defect or bug fixing for example. Generally, we have two choices:

• To update patch over the defect or bug
• To find out the root cause of the bug and fix it.

Most common approach is to update the patch while leaving the root cause un-addressed. Simply updating the patch over a defect can produce a code that is difficult to maintain, and may result in more bugs/defects which again need to be fixed with more patching. This loop ultimately triggers unmaintainable software. So, short term result may be what is intended but long-term result is different.

There are other examples also. For example, if an organization is suffering from poor quality in production, the immediate step is to increase more manual testers instead of investing in automated testing and continuous testing approach. More manual testing means lesser focus on automation testing , creating the requirement for more manual testers in future as the application code increases which indirectly will result in more cost to the company. System thinking approach provides a broader picture of the system which help us to design long-term solution.

A SOFTWARE DEVELOPMENT LIFE CYCLE PERSPECTIVE

Let me talk about system thinking from Software Development perspective.

Software Development Lifecycle unleashes a business idea into reality which at the end enables the user to enjoy the intent and presence of an application/product. Although the prime purpose of the application/product existence is to serve its users, not many products/applications achieve the expected customer satisfaction levels. Why is it so? System Thinking approach definitely helps us find out the reason and solutions for the same. A product is comprised of many components and many believe that all such features integrated shall make or manifests a product.

Per Russell L. Ackoff, “System is not a sum of the behavior of its parts, it’s the product of their interactions.”

We must apply system thinking as it allows us to see the end-to-end system and understand & optimize the value stream. The value stream can be shown as a business value generating feature to flow through the system to transform into a usable product, i.e., through a robust software development lifecycle comprising of phases like build, test, deploy and release phases. We need to map this end-to-end process or value stream at each stage or function of the process.

It is also necessary to take care how well the flow operates through the system. Doing so enables the teams to remove constraints or bottlenecks in the systems by making them visible with the help of measuring the queue time. Let us take an example, by measuring rate of test case execution or test coverage we can say manual testing would be an obvious constraint in testing phase which will lead to delay in production. The solution could be implementing Continuous Testing that facilitates automated testing, allowing test team to reduce the cycle time in Testing phase.

The usual downtime in product releases are attributed predominantly to the lack of scalability of the environments and performance of the product. Non-functional requirements are not either prioritized or detailed during the initial ideation of the product. Even if it is considered, it is not properly communicated to the test/operation team. The design team defines the structure of the product/application in silo and masks the information from the downstream teams like Test teams or Operation teams. System thinking will enable us to address these kinds of challenges considering the end-to-end perspective rather than siloed modular approach.

System thinking enables the architect/design team detail and considers each aspect of the design, technology landscape, associated limitations, testing phase requirements, environmental needs, and release aspects (operational) aligning with the overall application/product and the downstream teams, like Test and Operations plan and scale to the expectations of the product intent and usage. Test teams start preparing in parallel and identify the appropriate strategy to ensure proper coverage of both functional and non-functional requirements during validation and verification. The strategy should set the context for validation and verification rather than defining number of cycles of test execution with the same test suites. Likewise, the operations team can plan per the actual usage and help the upstream phases accordingly providing dedicated environment for proper development, validation (test) which resembles the production environment.

CAUSAL LOOP DIAGRAM-A TOOL FOR SYSTEM THINKING APPROACH

Causal loop diagram can be used to understand the challenges and relationships between different variables of the IT project Life cycle. The objective is to include maximum number of key variables and their interconnections/relationships to represent reality.

Here comes the concept of feedback loop of system thinking – Reinforcement loop and Balancing loop. A reinforcing loop is one in which an action produces a result which influences more of the same action which results in a growth or decline (Positive or Negative), while the balancing loop encourages systems to stay in balance.

In an IT project Life cycle, there can be four loops; Product development loop (Balancing Loop), Product Management Loop (Reinforcing Loop), Employee Productivity Loop (Balancing Loop), and Product Maintenance Loop (Reinforcing Loop).

The balancing Product Development loop describes that when there is an increase in customer requirements, the need for re-structuring the current software functionality and design increase. The Reinforcing Product Management loop (Positive) suggests that quick management actions should be taken to implement changes in project schedule and prioritization. The reinforcing Employee Productivity  loop (Negative) indicates if there is an urgent customer requirement and the project progress falls behind schedule, the team needs to work overtime to satisfy customer deadlines. The Product Support & Maintenance loop shows the post product development support & maintenance activities that involve deploying the software to meet customer requirements.

To conclude, System Thinking is a powerful tool for solving complex problems as it helps us to see the influencers behind the face value of a problem. Addressing many of the problems the organizations face every day requires us to adopt a System Thinking approach provided the extremely complex Landscape and challenges they face to be competitive.

Diti works as a Consultant for the ATS team at Cigniti Technologies Ltd. She has 3.5 years of consulting and industry experience across various industries. Diti is an MBA in Marketing and IT and BE in IT. She has experience in conducting assessments across SDLC/STLC, Tools & Technology Landscape, Change Management, and Process improvement.

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How to Use Systems Thinking to Solve Tough Problems and Get Stuff Done

The challenges government is tasked with solving have always been messy. With the explosion of big data and “smart” technologies, it seems to get messier every day. On the one hand, big data and new technologies are breaking down traditional government silos. But on the other hand, they have also illuminated the enormous complexity of already difficult challenges like climate change, public safety and the opiod crisis, making them seem nearly impossible – or at the very least, overwhelming – to solve.

I have faced my fair share of seemingly unsolvable challenges like chronic unemployment, sea level rise , and urban blight during my years working with cities to design, finance and implement resilient infrastructure solutions. Perhaps the best example was from 2014, when my colleagues and I were asked to come up with a strategy to deal with the daily flooding in Miami Beach that was (and still is) occurring because of sea-level rise.

It was around that time that I was introduced to the theory of systems thinking as a way to solve problems and get stuff done. It changed not only the way I approached our work with the City of Miami Beach and with all of our other partner cities, but also the way I’ve approached nearly every challenge since.

So here we go, a systems thinking primer from a systems thinking user.

FIGHTING THE FIRE VS FIREPROOFING

“Systems thinking can be used to explain and understand everything from inventory changes in a supply chain, to populations of bacteria and their hosts, to the instability in Syria, to the seemingly irrational behavior of certain elected officials.”- Steve Vassallo, general partner at Foundation Capital.

Systems thinking is typically explained with the Iceberg Model (see below). We spend most of our time at the top, thinking about and responding to acute conditions, events, and failures. For the cities I work with, acute events are often the latest storm or the intersection where every day there is another car accident. But fighting fires doesn’t fireproof your hillside. To fireproof your hillside, you have to see the whole system – including the patterns, institutional structures and values that played a part in creating the problem – in order to solve it.

As defined , systems thinking is an approach to problem solving that attempts to balance holistic thinking and reductionist thinking. In practice, it means taking a step back. It means zooming out to ask better questions to understand how different systems interact so that you can design more impactful solutions. It means seeking out team members from different academic disciplines, and it means working with folks from different departments to solve problems together. It means breaking out of traditional silos and seeking out fresh perspectives.  

POURING CHAMPAGNE ON TRAINS

Let’s start with some guidance from an expert:

Clipped from Rory Sutherland, “Life Lessons from an Ad-Man”, TED October 2009. (https://www.ted.com/talks/rory_sutherland_life_lessons_from_an_ad_man)

While a funny clip, the core message is significant. When it comes to problem solving, you can’t rely on one particular set of expertise or one single perspective – “improvement” or making something “better” can take many forms.

The easiest way to start utilizing a systems thinking is to ask better questions.

WAYS TO CATCH MICE

Framing the right question is generally the hardest part of any problem solving process. More often than not, we frame needs and risks too narrowly, and end up solving one problem only to create another. Conversely, when questions are too broad, they foster a lot of dialogue but not a lot of action. Simple questions, framed effectively, lead to better solutions. Instead of “how do we build a better mousetrap?” think: “what are all of our options for catching mice?”

Back to the example of my work with Miami Beach on sea level rise and chronic flooding. Asking, “How can Miami Beach become more resilient?” is too broad to be actionable. On the other hand, “How do we fortify our seawall?” is too narrow and may be missing other, more cost-effective opportunities (dunes, mangroves, other nature-based infrastructure) to achieve the same result.

In this example, a better question may be “Where are we losing money today because of sea level rise and flooding?” Changing the question has four benefits:

• Helps identify the relevant underlying problem. Focusing on pain points like current (not future) losses, helps identify the relevant problem, not just the one that you have the mandate or authority to solve.
• Creates levers for collaboration across departments. Identifying opportunities for cities to reduce existing expenses can help different departments see common financial interest in a large project without creating internal conflicts and competition over resources.
• Opens doors to nontraditional funding/financing. Seeking to understand recurring financial losses associated with problems like sea level rise and flooding can lead to nontraditional funding/financing opportunities, like working with insurance or reinsurance firms or using resilience bonds .
• Focuses attention on the communities most affected by the problem. Perhaps most importantly, vulnerable communities are often where existing losses are greatest and most diffuse. It’s in these historically underserved communities where resilience investments can have a direct impact on people’s lives and livelihoods.

Before you start asking your colleagues better questions, you can ask yourself better questions too:

• Who is else is affected by the problem you’re trying to solve? (Think about: colleagues, citizens, community groups, local businesses, etc)
• Who will benefit if the problem is solved? (Think about: who stands to make money)
• What are all of the consequences of the problem? (Think about: social, economic, political)
• What government departments or agencies have authority over solving the problem? (Think about: others that may not have authority but have influence instead)
• Where is the problem occurring? (Think about: geographic boundaries, communities affected)
• Why is the problem occurring? (Think about: who or what is causing it)

Government employees are some of the most creative problem solvers around. Despite tight budgets, bureaucracy, regulation, and endless other challenges, government employees still deliver the services that make the places we live, work, play, invest, engage and learn better. Systems thinking will only serve to help you get started putting together a cadre of problem solvers and hone in on who else can help you address our messiest problems.  

Want to read more about systems thinking? Check out this great piece written by Leyla Acaroglu or this excerpt from Steve Vassallo’s  The Way to Design .

Elle Hempen is part of the GovLoop Featured Blogger program, where we feature blog posts by government voices from all across the country (and world!). To see more Featured Blogger posts, click  here .

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