How do you cope with the complexity and uncertainty of Systems Thinking?

Systems thinking is a holistic approach that emphasizes interconnected wholes over isolated parts. It involves understanding relationships, patterns, and events in a larger context. Identifying systems is crucial as not everything qualifies as a system. Some systems are straightforward and foreseeable, while others, like human social systems, are complex and dynamic. Social systems involve intricate interconnections among individuals, groups, institutions, and culture, exhibiting non-linear behavior and emergent properties & can be influenced by several external factors, making them challenging to predict and understand fully.

From my own experience, it is crucial to define the boundary of system or project that your working on. I worked in small, committed development teams where we had oft-times a wide scope in project. Failure to set boundaries on project, i.e. when stop and reassesses can get you overwhelmed with the complexity of a problem. Domains of requirement can be split into sub-domains. Often, the nature of a problem is surfaced by communication with stake holders who will have insights into the inner workings of systems and processes that you might have no experience with.

Systems thinking aims to solve issues in complex systems like a jet engine or a highly automated manufacturing system. Defining the system with the boundaries and relationships allows the audience to frame the questions and apply the right context to the thinking. Using tools such as boundary diagrams and affinity diagrams, can help visualise the definition of the systems.

Innovative cultures require taking a systems thinking approach. Mapping the relationships between systems and where the value flows is critical for identifying areas for improvement and innovation.

There are many ways to define a system. The first step is to identify your system of interest, agree on its boundaries, and identify its parts. Determine the relationships among these parts and identify any novel or emergent properties not present in any single part. Consider how the system interacts with the environment, and identify its inputs and outputs. These analyses can be performed in any order to understand the system.

The key point is You here means plural. In order to define what ever someone / some group refers to as a system needs to come from shared perspectives of a relevant group of people. Until that is done the rest of systems thinking is just an another way or a fantasy of the person definition.

Systems thinking involves developing skills through practice, especially by learning from mistakes, evolving into a mindset over time. Uncertainty, like not knowing your school grade despite studying or uncertainty after a successful interview, is a common part of daily life. Coping involves being a natural systems thinker, recognizing patterns in the world and creating effective ones. To navigate uncertainty, it's crucial to ask relevant questions, as information helps reduce uncertainty in decision-making.

Before you can define any boundaries or define any system, you need to have a shared perspective and understanding of the business. Once you can understand get a picture on a page, it is easier to work out what the leadership need to change to achieve their goals, and remove the challenges of stakeholders.

To cope with the complexity and uncertainty of Systems Thinking, I focus on embracing ambiguity, maintaining a growth mindset, seeking diverse perspectives, experimenting with solutions, and continuously learning and adapting based on feedback and insights from the system.

Leverage points are critical intervention spots in complex systems, whether they're in companies, economies, living organisms, cities, ecosystems, or even galaxies. These are positions where minor adjustments can lead to significant shifts throughout the system, making them invaluable for those seeking change in interconnected ecological, social, and economic systems. Low leverage points require minimal effort, resulting in minor and often short-lived changes. In contrast, high leverage points require modest effort but bring about substantial alterations, effectively addressing root causes of undesirable behaviors.

Healthcare Example Clinical staff met for a clinical meeting to discuss the workflow for referrals. They mapped out where referrals need to go based on the actual patient experience, for example, most referrals tended to go out to dermatologists and gynecologists. Then the team mapped out who’s involved in the referrals workflow. And finally, the team got deep into identifying challenges in the current workflow process. It was discovered, through this multidisciplinary discussion between medical assistants , clinicians, admin staff that the referrals coordinator was not receiving notifications any time there was a change in status of the referrals. Activity in the referrals was not being processed due to a technical issue-a leverage point.

Systems Thinking revolves around this. Know your system, your organisation, listen to your people, read their relationships, watch out for silos, ensure your eyes are open. Be present. Minor changes can be critical here, but the most important thing, is to be as impartial and thorough in your assessments, as you can be. Get a third party if needs be, get consensus, but do not ignore the intangibles, the inter-departmental/personal relationships, the contribution of the process owners and their relationships to the end goals. The greatest fails I've ever witnessed in large systems, are failures by management to appreciate human interaction, it's malice free dishonesty, and how people in a system don't interact with the system correctly.

Identifying leverage points is about understanding the challenges that the staff, customers, suppliers and shareholders are facing and then understanding them in the context of the defined system and the aims of the organisation. It is then about prioritising those concerns and dissolving them through buy, make, reuse or change.

Leverage points often arise at the intersections of various business functions, such as the interaction between operations and finance. By delving deeper to identify these overlaps, companies can make minor adjustments that yield substantial and wide-reaching results.

For example, imagine that you are trying to improve the efficiency of a manufacturing plant. One of the rules of the plant might be that workers are only allowed to work on one task at a time. This rule might be in place to ensure that workers focus on their tasks and avoid making mistakes. However, this rule might also be reducing the plant's efficiency, as it prevents workers from multitasking and working on the tasks that are most needed at any given time.

This is a relly important point, particularly when the overall system is safety critical and requires regulatory compliance. Changing a system without understanding the complexity in a system can lead to unintended consequences that can be dangerous. There are several well documented examples in aerospace that can illustrate this point.

It is important to keep a check on all the budget aspects here. The budget would not just include inventory budget but also the cost, emotional, humanitarian and other Miscellaneous budgets too.

Do you want to get more done in less time? Of course you do. Enter the world of systems thinking! All systems in your life can be turned into repeatable processes. It’s like creating a flowchart to simplify your work. Begin by breaking down the steps you take to complete a task. And then ask yourself these questions: - Which steps can I automate? - Which steps can I delegate? - Which steps can I eliminate? By creating a system, you can focus on producing quality work rather than getting bogged down by the process. Systems also allow you to identify areas for improvement, optimize, and achieve your goals more easily. In conclusion, mastering the art of systems thinking gives you the leverage to work smarter, not harder.

The 1st change that you make to system will always generally be wrong. You cannot control all variables in a given deployment scenario, the more that you can test and assess, the more likely you system update will succeed. My own experience, the sooner that you can push new kit out to a user, the faster funnies in a system will surface. But as this article suggests, it is very important to leave channels of communication so that users and stakeholders can contact the development teams if things go south.

Assumptions make or break a system. Youn can be right or you can be wrong. You can't be both. The goal: find out when you're wrong quickly so you can change course.

Testing assumptions is crucial in navigating complexity. It allows to challenge our beliefs, uncover hidden variables, and make informed decisions. By working with cognitive bias map is is easier to challenge group thinking and filters we put to interpret complexity. Feedback is a great tool, too, to work with understanding possible bias. This then opens the way to innovation and adaptability.

Assumptions are like mind blockers they go unnoticed and come back to bite very late in the game. Defining a system at a high level is just the start of the process, defining system use cases and requirements is where all assumptions are identified Clearly articulating these assumptions and talking with stakeholders and your team who is developing based on the system you layout is critical. Sometimes answers are not straightforward, many times there are no easy answers, stick your head and dony leave it. If there are no clear answers not taking a feature is better than assuming and breaking it for a user

Effective communication is critical during this phase, as well, not just in terms of enabling user feedback channels, but also in the strategic implementation of the minimum viable product or solution.

With some of the digital transformation programs, development and pre-production systems are used to test assumptions and reduce risks. Using a diverse input conditions and having a team with thought diversity can significantly reduce any escapes.

One of the #systemsthinking methodologies for testing assumptions is Strategic Assumptions Surfacing and Testing (SAST). It is both a systemic and systematic approach to test the assumptions critically. It starts with forming groups that provide multiple perspectives on the situation. Each group identify, assesses and critically challenges those assumptions. The process also includes debates within group and between groups to uncover biases before reaching an agreement on key assumptions.

This process is the crucial Go/NoGo stage. All the aspects that has been defined in the 1at stage and has been listed in the 2nd stage needs to go a validation feedback testing here in this stage. All types of modeling, simulations and finally alterations needs to be done in this phase. If any major error is observed, the system can be remodified in the stage 1. But ones the process leaves this stage to the next stage, it is sure to be executed.

It's crucial to quickly identify wrong assumptions in a system to pivot effectively, foster adaptive strategies, and drive meaningful progress.

For me both communication and systems thinking goes hand in hand. I find most systems thinking tools facilitates good quality conversations and allows onward communication easy. However, thinking about your audience when drafting communications can often be the reason for success or failure.

Methods from marketing can help in this regard to communicate your insights. Charming an audience can sway your audience. To get a user to run with your ideas for change, they need to be convinced on the nature of your ideas for a tweak of a system. Rehearse your argument presentation, verbally talking about a solution forces your mind to really think deeply about a problem domain and often I find communicating ideas to others triggers idea my own mind. I am not a fan of writing the 'big report' to sell an idea. I generally, if faced with a big report, I'll read the summary and nothing else. It may sound obvious, but always tailor your language to the audience.

Communicating insights effectively is crucial for swaying an audience and convincing them of the value of tweaking a system, and tailoring language to the audience's needs can often determine the success or failure of the communication.

Systems are inherently complex. That is the nature of the beast. You don't require systems thinking for easy problems. Those involve common sense.

Navigating the complexities of systems thinking, I've realized the immense value of reflection. It serves as both skill-sharpener and emotional safeguard. I often use journals to document real-time thoughts, providing a reference point for whole person improvement. Peer feedback is invaluable, filling in my blind spots and offering alternative viewpoints. Regardless of it being constructive or otherwise. Emotional resilience is another key aspect; acknowledging the emotions that complex systems evoke prevents burnout and provides a holistic understanding. This iterative reflection acts as a feedback loop, continuously refining my approach and helping me adapt to ever-changing challenges.

This is the stage of Verfication and Integration. Proper feedback mechanism is ensured to get critical thoughts about the System.

We live in an open system where many factors, big or small, will influence the expected outcome. When designing a systematic solution, we will never be perfect. Our assumption conditions may change, our information may be incomplete or inaccurate, and our macro environment may be different. The system is complex and uncertain. However, we could still use system thinking to move us closer to a better possible solution than before. Frequently reviewing the systematic solution and analyzing the feedback can assist us in navigating toward the envisaged outcome in this constantly evolving world.

Engage Multiple Perspectives: - Collaborate with stakeholders from various backgrounds to gain diverse insights and perspectives. - Encourage open dialogue and use techniques like group model building to incorporate different viewpoints. Focus on Key Leverage Points: - Identify and prioritize leverage points within the system where small changes can lead to significant impacts. - Concentrate efforts on these areas to effectively address systemic issues. Develop Critical Thinking Skills: - Enhance your ability to think critically and question assumptions. - Practice thinking in terms of patterns and relationships rather than isolated events.

I’ve always found reflective practice to be a useful tool. It’s part of the feedback loop, looking at what went well and what could have gone better. It’s a great partner for systems thinking because it brings the evaluation element to life, a constant evaluation of the approach, the delivery, the communication, the success and the failures. Seeking feedback from peers on how you are performing and communicating helps you grow. Give the holistic nature of systems thinking and its user centric function, reflective practice is about the designer as much as it is the end user.

Books and everyday wisdom are my twin beacons in the complex realm of Systems Thinking. Books offer an intellectual structure, like silent mentors guiding my thoughts. But wisdom is democratic—it's found in everyday interactions. The "how" is easy: active listening. Whether it's a neighbor's anecdote or a family dinner discussion, these real-life exchanges often provide insights as profound as any book. These dialogues imbue color and life into the frameworks I gather from scholarly texts. By combining both, I not only expand my intellectual understanding but also enrich my emotional depth, making each step in the maze of Systems Thinking feel like both a challenge and a reward.

Continuous learning is essential in any skill, I found some of the tools needed adapting in newer context and certainly how you use systems thinking tools has evolved from post-it notes to digital collaboration platforms. I found most collaborative platforms like Figma, Miro have pre-designed templates that can be super effective.

Learning can be in a formal or informal setting. As an academic operating in praxis, I find short articles a good way to learn. I like to tune in to TED talks and podcasts too. I also like the reverse, expressing what I have learnt in articles, trade publications, podcasts etc so that others can learn from me. I also like the challenge and debate of the learning process; the self critique through to critical thinking. As a systems thinker learning evolves from reflective practice for me.

Engaging with communities and peer groups interested in the same topics or exploring the same ideas and experiences. The conversation will be much more lively and get the energy it deserves. Find the negative space that you couldn't find. Seek what you couldn't see. Look for stones left un-turned.

Finally use tools such as books, journals, podcasts, videos and attend conferences to learn more about the existing novel practices.

Learning from others and using effective communication are keys to handling complex systems. Understanding root causes, making minor adjustments, and nurturing emotional resilience are crucial.

In my experience System thinking practices involve a strong feedback loop and iterates with learnings. Once you are exposed to different ideas its time to identify opportunities for intervention or improvement.

Systems thinking rests on the outmoded White Northern worldview that rationality and logic can triumph and control the World and nature. Such thinking has brought us to the brink of disaster. We cannot have a God's eye view of the world from outside, nor arrogate unto ourselves complete agency for the unfolding of the future. The politics of systems thinking remains mired in the colonial outlook - mainly celebrating logical white ideas and you will rarely if ever find a systems thinker speak about decoloniality, post activism, hospicing modernity, acknowledging the role of trauma and trauma-informed work, about acknowledging other ways of knowing and being and doing in the world. Deeply deceptive fake answer to the current multi crisis

Here are the 7 steps in developing a Systems Thinking Model: 1️⃣ Envision a desired future state using systems dynamics principles. 2️⃣ Identify key stakeholders & groups involved in the system. 3️⃣ Construct systems diagram by creating a visual representation of the system, showing components, relationships, and feedback loops. 4️⃣ Baseline System model by identifying leverage points. 5️⃣ Apply qualitative modeling by using analyzing data to understand the causal effects and dynamics within the system. 6️⃣ Make necessary adjustments to your model through feedback loops or cause-and-effect relationships. This is a critical step to align your model with the desired outcomes. 7️⃣ Validate and test against real data & scenarios.

People are the heart of every system. Culture, relationships, power dynamics, and team mindset are just a few of the considerations I take when evaluating the human-side of a system (assuming we are talking about organizational business systems). What about leadership values? How do they manifest? How do they set team norms, what behaviors are acceptable, how do they hold each other accountable, and treat the community? People are constantly changing, growing, and moving - so make sure you don't assume that your system is static and doesn't need constant nurturing. Put the work in to ensure it has integrity in its framework.

ORSC by CRR Global is like relationship counseling for your entire organization, but it goes beyond just resolving conflicts. It focuses on the 'team entity,' the collective behaviors and dynamics that shape your organization. Through my experience with ORSC, I've been able to pinpoint not just individual but collective behaviors that were holding us back. We broke down communication silos, understood the root causes of team friction, and built stronger cohesion. The impact was immediate and transformative. If you're navigating the complexities of team relationships and aspire for a more unified, effective work environment, I highly recommend ORSC. It's a game-changer.

Don't shy away from the inherent challenges of systems thinking! So, lets: 1)Embrace the Mess: Don't get overwhelmed by the intricate web of interactions. Remember, even messy systems follow underlying patterns & and relationships. Embrace the challenge of untangling them, one feedback loop at a time. 2)Start Small, Think Big 3)Seek Interconnections: Remember, a system's behavior often emerges from these very connections, not individual components. 4)Challenge Assumptions: Don't blindly accept established truths. Question, test, and re-evaluate your initial beliefs. Systems are dynamic, and so should your understanding. 5)Don't fear failure: Each "failed" attempt brings you closer to a holistic understanding. 6)Share your journey

Systems are complex by nature, and that is the fun of the game of life. To cope with the complexity and uncertainty, one must trust themselves and be certain. Think local, focus on immediate, actionable steps. Embrace a holistic perspective, considering how different parts of the system interact and influence each other. Prioritize flexibility and adaptability, allowing for iterative learning and adjustment. By maintaining a balance between a clear vision and the willingness to adapt, you can effectively navigate the complexities of systems thinking. Also, check out the 6 patterns of living systems.