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Systemic Perspective Necessary and Sufficient Activities.
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Transcript of Systemic Perspective Necessary and Sufficient Activities.
![Page 1: Systemic Perspective Necessary and Sufficient Activities.](https://reader036.fdocuments.net/reader036/viewer/2022062408/56649efb5503460f94c0eb8f/html5/thumbnails/1.jpg)
Systemic Perspective
Necessary and Sufficient Activities
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Typical Approach
Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky
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Systemic Approach
Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky
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Systemic Perspective
Situation
Patterns ofBehavior
Network ofInteractions
StakeholderPerspectives
Establish aBoundary
ChallengeAssumptions
LeveragePoints
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Series Videos
• Elaborate on each activity• Develop understanding
• Example systemic perspective• For a specific situation• Guide for skills development
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Systemic Perspective
Situation
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Situation
• Situation / System Dilemma• Results from multiple interactions• Interactions connect with experience• Provides context for relevance• Frame description for guidance
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Situation (cont…)
• Perspectives vary• Frame purpose of investigation• Frame description for communication
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Magic Connections
• Rapidly growing & needing resources• Support hiring and training resources• Other organizations raiding resources• Support struggling to maintain readiness
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Systemic Perspective
Patterns of Behavior
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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
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Recurring Patterns
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Magic Connections
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Systemic Perspective
Network of Interactions
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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
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Types of Models
• Qualitative - view interactions• Causal Loop Diagram
• Quantitative – used in simulations• Stock & Flow Diagram
• Develop a model with communication in mind
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Causal Loop Diagram
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Stock & Flow Diagram
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Magic Connections Model
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Systemic Perspective
Stakeholder Perspectives
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Stakeholder Perspectives
• Who influences and who is influenced• Stakeholders may have different
perspectives• Collaborative iterations valuable• What’s applicable depends on complexity
and coherence
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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
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Systems Methodologies
Jackson 2003
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Magic Connections
• Customers• Corporate Leadership• Support Management• Non-Support Management• Pluralist and simple in this context
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Systemic Perspective
Establish a Boundary
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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”
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Early Hospital Discharge
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Magic Connections
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Systemic Perspective
Challenge Assumptions
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Challenge Assumptions
• Decisions based on assumptions• Mental models based on experience• Surface and challenge• Potential invalid assumption
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Mental Models
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Magic Connections
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Systemic Perspective
Leverage Points
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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
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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
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Magic Connections
• Consider the model• Possible leverage points• Develop a strategy for action• Implement the strategy• Monitor progress
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Magic Connections
Strategy
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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…
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Systems Thinking World
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