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Systems Design and Business Dynamics Course Overview

Systems Design and Business Dynamics Course Overview. Starting Point: What is a system? Focus: Why dynamics? Thinking and Analysis: What is the nature of a structural hypothesis? End Point: Why design?. Systems Design and Business Dynamics: Why should you be here?.

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Systems Design and Business Dynamics Course Overview

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  1. Systems Design and Business Dynamics Course Overview Starting Point: What is a system? Focus: Why dynamics? Thinking and Analysis: What is the nature of a structural hypothesis? End Point: Why design?

  2. Systems Design and Business Dynamics: Why should you be here? • You will gain a basic understanding and working knowledge of systems thinking fundamentals: performance patterns thinking, causal loop diagramming, archetype stories and stock-flow mapping. • You will gain an appreciation and insight into putting systems thinking into personal and organizational action to pinpointing leverage points and design improved system performance. • Bottom line: You will be better prepared to contribute to your future organization’s ability to see into complexity and offer • meaningful facilitation and conversational skills to help others understand systems structure • effective systems redesign policies • Few MBAs have this elective content available

  3. Systems Design and Business Dynamics: Studying Complex Problems Closed-loop thinking: feedback loops (Classes 1-3) • Two Basic Feedback Loops • Causal Loop Diagram • Systems Archetypes Operational Thinking; stocks & flows mapping (Classes 4-7) • How does the system really work? • System as Cause & Examining decision policies • ”ithink” software: mapping and simulation Systems Design Applications Analyses and Simulations (Cls 3-15) • Practice analysis and design skills involving dynamic behavior, why it occurs, and how we can find high leverage changes and new systems designs to understand and improve • Business growth dynamics management • Improvement management • Consulting practice dynamics • Managing out of addiction • Turnaround Strategy Design and Implementation • Performance metrics design • Natural resources sustainability

  4. Systems Design and Business Dynamics: Announcements ithink software: See Course Description Web Site & isee systems memo Use DISCOUNT CODE UVA2011 • Need ithink 9.1.4 for preparations of Class #3 October 21 • A good deal; required for the course and very useful elsewhere • Please have on your laptop ithink download ready by Thursday, Class #2 (10/20/11); we will briefly examine the software. GBUS8430 web site and course folder • Will be used to deliver some course materials (In-class assignments and software models)

  5. Systems Design and Business Dynamics: Running Rules for the Sessions • Be here for all sessions and workshops • Sit in same seats or near same seats; sign in each day • Minimize disruptions • cell phones off, • leaving the room, arriving after class starts • using laptop for non-SD & BD learning activities • Absences—prior notification, if possible; know the grade consequences of absences • Mutual professional respect (students, faculty, guests)

  6. Systems Design and Business Dynamics: Course Grading Class Contribution: 50% of grade • Attendance: no more than 2 un-excused in our 15 sessions; otherwise Low Performance (max grade) in class participation. • Daily: we will record attendance and observe contributions • An announced individual assignment (s) relative to class preparations Course Comprehensive Assignment: 50% of grade • Four (tbd-confirmed) person group; systems thinking assignment; calling upon the major frameworks, thinking skills and tools of the course • Group Formation Process---look for an email on Friday 10/21/11

  7. Systems Design and Business Dynamics Planning Ahead Requests Individual and Group Deliverables for Several Class Workshops and the Course Project • Required, Individual Turn–in Assignment: Nov 3 • 100% Attendance Required on Nov 3; see me if a problem • Group preparations prior to Nov 9 • Required, Individual Turn–in Assignment: December 6 • 100% Attendance Required on Dec 6 and 7; see me if a problem

  8. Systems Thinking Perspective - A Shift of Mind • Dynamic thinking: Seeing time-based patterns of change rather than snap-shots/events. • Closed loop thinking: looking for circles of causality rather than linear cause-effect chains to develop and communicate a mental model of causality structure (a feedback structure) • System as Cause thinking: What is generating the performance pattern? (boundary of causes) • Operational thinking: How does the system really work? Uses stock-flow maps to operationalize (make explicit) one’s mental model and highlight information flows, delays and decision policies.

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