1 / 39

Systemic Perspective

Systemic Perspective. Necessary and Sufficient Activities. Typical Approach. Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky. Systemic Approach. Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky. Systemic Perspective. Leverage Points. Patterns of Behavior.

jason-patterson
Download Presentation

Systemic Perspective

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Systemic Perspective Necessary and Sufficient Activities

  2. Typical Approach Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky

  3. Systemic Approach Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky

  4. Systemic Perspective Leverage Points Patterns of Behavior Challenge Assumptions Situation Network of Interactions Establish a Boundary Stakeholder Perspectives

  5. Series Videos • Elaborate on each activity • Develop understanding • Example systemic perspective • For a specific situation • Guide for skills development

  6. Systemic Perspective Situation

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

  8. Situation (cont…) • Perspectives vary • Frame purpose of investigation • Frame description for communication

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

  10. Systemic Perspective Patterns of Behavior

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

  12. Recurring Patterns

  13. Magic Connections

  14. Systemic Perspective Network of Interactions

  15. Network of Interactions • Reality is complex • Models simplify & promote learning • Situation – relevant vs connected • All models are wrong, some models are useful! • Useful models promote learning

  16. Types of Models • Qualitative - view interactions • Causal Loop Diagram • Quantitative – used in simulations • Stock & Flow Diagram • Develop a model with communication in mind

  17. Causal Loop Diagram

  18. Stock & Flow Diagram

  19. Magic Connections Model

  20. Systemic Perspective Stakeholder Perspectives

  21. Stakeholder Perspectives • Who influences and who is influenced • Stakeholders may have different perspectives • Collaborative iterations valuable • What’s applicable depends on complexity and coherence

  22. Jackson’s Framework • Systems • Simple – few, stable, highly structured • Complex – numerous, loosely structured • Participants • Unitary – similar values and beliefs • Pluralist – compatible interests • Coercive – few common interests

  23. Systems Methodologies Jackson 2003

  24. Magic Connections • Customers • Corporate Leadership • Support Management • Non-Support Management • Pluralist and simple in this context

  25. Systemic Perspective Establish a Boundary

  26. Boundary • Identify regions of responsibility • Aligned to stakeholders • May be multiple boundaries • For the relevant stakeholder • Inside the boundary is “the System” • Outside boundary is “the Environment”

  27. Early Hospital Discharge

  28. Magic Connections

  29. Systemic Perspective Challenge Assumptions

  30. Challenge Assumptions • Decisions based on assumptions • Mental models based on experience • Surface and challenge • Potential invalid assumption

  31. Mental Models

  32. Magic Connections

  33. Systemic Perspective Leverage Points

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

  35. Leverage Points (con’t) • Structure of information flow • Rues of the system • Power to change or evolve structure • Goal of the system • Mindset of the system • Transcend paradigms

  36. Magic Connections • Consider the model • Possible leverage points • Develop a strategy for action • Implement the strategy • Monitor progress

  37. Magic Connections Strategy

  38. Alternatives • Policy for no resource raiding • Migrate to self-service support • Engineer support requirements out of the products • Expand Support’s responsibility • The best answer is…

  39. Systems Thinking World Join us on LinkedIn at http://www.linkedin.com/groups?gid=2639211

More Related