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Transcript of Introduction to Systems Thinking By Louis Rowitz, PhD Director Illinois Institute for Maternal and...
![Page 1: Introduction to Systems Thinking By Louis Rowitz, PhD Director Illinois Institute for Maternal and Child Health Leadership.](https://reader030.fdocuments.net/reader030/viewer/2022032313/56649e6f5503460f94b6cafd/html5/thumbnails/1.jpg)
Introduction to Systems Thinking
By Louis Rowitz, PhD
Director
Illinois Institute for Maternal and Child Health Leadership
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Systems Thinking is a way of seeing and talking about reality that helps us better understand and work with organization and communities to influx the quality of our lives.
Modified by Kim
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A system is any group of interacting, interrelated, or interdependent parts that form a complex and unified whole that has a specific purpose
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Which are systems and which are collections
• Bowl of fruit• Football team• Toaster• Kitchen• Database of client
• Cornerstone• Tool in a toolbox• Marriage• Local public health
agency• Community
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Whenever you add people to a collection you almost always transform a collection to a system
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Characteristics of a System
• Systems have a purpose that defines it as a discrete entity that holds it together– Purpose of an automobile……
Take you from one place to the other
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Characteristics of a System
• All parts must be present for a system to carry out its purpose optimally
– Automobile without its spark plugs……
Car doesn’t work
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Characteristics of a System
• The order in which parts are arranged affects the performance of a system
Automobile with the driver in the backseat and the tires in the front seat
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Systems attempt to maintain stability through feedback
• Feedback provides information to the system that lets it know how it is doing relative to some desired state
Steering car and Feedback
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The Iceberg
Events
Patterns
Systemic Structure
Mental Models
Vision
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Action Model
Leverage increases
Level of Perspective
Action Mode
Vision Generative
Mental Models Reflective
Systemic Structure Creative
Patterns Adaptive
Events Reactive
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Linear Perspective
AB C D E
Cause = Effect
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Feedback Perspective
AB C D E
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Thinking in Loops
Sales are down
Marketing Promotions
Orders Increase
Sales are up
Backlogs Sales are Down
Marketing Promotions
Marketing Promotions
(B) Orders
Increase/Decrease
(C)
Backlogs
(D)
Sales are Down/Up
(A)
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All systemic behavior can be described through two basic processes
•Reinforcing
•Balancing
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Reinforcing Loops compound change in one direction with even
more change in that direction
Saving Balance
Interest Payments
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Greater your weight More you eat
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? ?
Give Examples
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Balancing loops seek equilibrium- some desired level
of performance
Use of meditation Acceptable
stress level
Gap
Stress level
S
O
S
S = Same
O = Opposite
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Actual Level
Desired Level
GapCorrective Action
Balancing Loops
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Questions these Diagrams help answer
• Which gaps are driving our system when and by how much?
• How accurately do we know what each of the gaps is?
• How are we monitoring the gaps?• What are the different ways in which we can close
the gaps?• How long does it take for perception to catch up to
actual quality?
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Every link in a system contains a delay
• Physical
• Transactional
• Informational
• Perceptual
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Put the Pieces together
Archetypes
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? ?? ?
Growth ProcessGrowing action
Actual performance
(that you can measure or observe, that you can see growing)
Limting Process
Balancing Loop Target
Limits or constraints
Limits to Growth Template
Corrective Action
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Leaders work on the system not in the system