How to use systems
When considering systems work, it is important to first determine the kind of problem you are working with, and choose the approach accordingly.
First, we need to understand the type of problem we are addressing. Is it simple (how to fill a hole in the road), complicated (how to build the road) or complex (how to address traffic congestion)?
| Simple problems | Complicated problems | Complex problems | |
|---|---|---|---|
| Understanding the problem | Clear | Some areas of uncertainty | Highly uncertain |
| Utility of rules | Same rules apply every time | Rules are refined over time, eventually becoming repeatable | No direct transference of rules from one context to the next |
| Outcome | Guaranteed same outcome each time | A high degree of certainty that outcome is predictable | Highly unpredictable and uncertain outcome |
| Expertise | Generally not required | High level of expertise in specific areas | Focus on understanding context first, bring expertise as required |
| Success | Follow the protocol, with the same parts every time | Experiment with a formula to determine protocol | Respond to and learn from the dynamics of the context as they emerge |
Systems thinking is useful because it can:
- Anticipate and avoid long-term consequences of well-intentioned solutions
- Engage with complexity, rather than ignore it
- Motivate continuous learning
- Mobilise stakeholders to see shared interest and the system
- Identify leverage points for systems change
Challenges can arise when problem-solving approaches that are useful for complicated problems are applied to complex problems. This can often result in quick fixes that fail to recognise and intervene in the root causes of problems. It can also lead to new or worse problems because we have failed to understand the relationships between parts in the system.
By recognising the complex nature of the problem, and applying systems thinking approaches, investigations can delve below the surface and identify the fundamental and interconnecting causes of the complex issue – such as the patterns of behaviour, the underlying structure and the beliefs of the people and organisations responsible for creating that complex issue.
When considering systems work, it is important to first determine the kind of problem you are working with, and choose the approach accordingly.
First, we need to understand the type of problem we are addressing. Is it simple (how to fill a hole in the road), complicated (how to build the road) or complex (how to address traffic congestion)?
| Simple problems | Complicated problems | Complex problems | |
|---|---|---|---|
| Understanding the problem | Clear | Some areas of uncertainty | Highly uncertain |
| Utility of rules | Same rules apply every time | Rules are refined over time, eventually becoming repeatable | No direct transference of rules from one context to the next |
| Outcome | Guaranteed same outcome each time | A high degree of certainty that outcome is predictable | Highly unpredictable and uncertain outcome |
| Expertise | Generally not required | High level of expertise in specific areas | Focus on understanding context first, bring expertise as required |
| Success | Follow the protocol, with the same parts every time | Experiment with a formula to determine protocol | Respond to and learn from the dynamics of the context as they emerge |
Systems thinking is useful because it can:
- Anticipate and avoid long-term consequences of well-intentioned solutions
- Engage with complexity, rather than ignore it
- Motivate continuous learning
- Mobilise stakeholders to see shared interest and the system
- Identify leverage points for systems change
Challenges can arise when problem-solving approaches that are useful for complicated problems are applied to complex problems. This can often result in quick fixes that fail to recognise and intervene in the root causes of problems. It can also lead to new or worse problems because we have failed to understand the relationships between parts in the system.
By recognising the complex nature of the problem, and applying systems thinking approaches, investigations can delve below the surface and identify the fundamental and interconnecting causes of the complex issue – such as the patterns of behaviour, the underlying structure and the beliefs of the people and organisations responsible for creating that complex issue.
There are a number of ways in which systems thinking differs from conventional thinking in terms of how we conceive of and approach problems. This influences the goal of an investigation into a problem, and who and how we chose to engage people and resources in the investigation.
| Conventional thinking | Systems thinking | |
|---|---|---|
| How a problem is explored | Isolate parts to understand behaviour | Explore emergent nature of the system as a whole |
| Goal | Create a solution to solve the problem | Deepen understanding of the system and identify a response to test |
| Nature of the problem | Can be defined and isolated, with a clear cause and a solution. Problems can be understood objectively | A situation has multiple causes, with no clear single solution. Wicked problems are understood differently depending on perspective |
| Who is responsible for the solution? | External/others | Everyone is a part of the system and therefore needs to engage in change |
| How solutions are achieved | Multiple short term success leads to long term solutions | Most action has unintended consequences. Need to test, seek feedback and adapt responses |
| How the problem can be solved | Improve parts to improve whole | Improve whole through improving relationships between parts |
| Problem solving process | Linear process with clear steps, start and finish | Multiple entry points, non-linear process focused on learning and iterating |
Systems thinking is both a way of seeing the system (a perspective) and the application of a set of tools and methods. It is important to distinguish between the two, as well as understand how they need to be taken together to understand the systems as a whole.
Tools and methods
Systems tools and methods include:
- Systems dynamic modelling
- Causal loop diagrams
- Social network analysis
- Outcome mapping
- Assumption-based planning
- Soft systems methodology
- Critical systems heuristics.
Systems tools and methods seek to serve a particular purpose, have a specific strategy for implementation, and have data input requirements. They require the user to develop proficiency, and once achieved, the tool or method can be applied over again.
Practice
In undertaking system thinking activities, we want to have a high capacity to see, and sense a system (i.e. patterns, structures, relationships, boundaries, feedback loops and unintended consequences of actions). We can build our capacity to do this by engaging regularly in a systems practice. This means regularly reflecting on our assumptions and mental models, and exploring unintended consequences of actions and how we listen and learn from other perspectives. These practices will enhance our capacity to see and sense the system when we engage with specific tools such as causal loop diagrams or systems mapping.
Systems tools and methods can be applied by anyone to any situation. However, the outcomes will be influenced by the perspective of the individuals applying the tools, and therefore different results will be achieved each time. When a practitioner has a strong systems practice, this will shift and broaden the available outcomes of the work because a wider range of inputs are engaged.
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