Comment utilisez-vous la pensée systémique pour identifier les causes profondes des problèmes de l’entreprise?

A great way of helping you define the problem is to create an issue tree. Start with the problem, and think about the components that make up the problem.

It's important to realize when trying to identify the problem that it might actually be under the surface. For example, if the problem appears to be that workers are taking too long to complete tasks, one might ask WHY they are taking so long to complete the task. If the tooling they use is broken, that is the real underlying problem, not the workers themselves.

Start by identifying the observable symptoms or issues that are causing concern. These symptoms are the manifestations of the problem and can be seen as signals that something is not working as desired within the system.Consider the broader context in which the problem exists. This includes the internal and external factors that may be influencing the problem. Look at the organizational culture, structure, policies, market conditions, technological advancements, customer needs, and other relevant elements.

Plan A Plan B Plan C Always plan from those points ..3 Choices. To start & more difficult to finish.....if needed..HWEVR. Rember thers always ah solution. 1st 3. Is paramount knot selfish just good headings...to start With out good heading..u can waste 1/2 or more of a work day less productive ..in turn. Dominoes..into max fall out of issues. That u could have avoided. Road blokks.pop up all over ah interstate of travels.. so be prepared 123...MRMMSR

In my experience, when trying to define the root cause it is essential to ensure that all stakeholders that may be able to bring some knowledge to the discussion are involved. Otherwise you can risk excluding something relevant due to a lack of awareness.

As sales ops specialists, we always strive to improve our sales process. By using the Complex Systems Theory (CST) from Santa Fe Institute, we can create more efficient and effective processes. For example, I used CST framework to identify all the stakeholders (LinkedIn Sales Nav was really handy) behind their buying decission making process. This then helped to develop a more targeted marketing and sales strategy, resulting an increased conversion rate.

Communication is truly key. You can design the best solution, but if it is not effectively communicated to stakeholders, the solution will not work. I have found that continuous communication is the best way to keep a solution on track.

Clearly define the boundaries and scope of the system you are analyzing. Determine which elements and relationships are relevant to the problem at hand. Be aware of potential system boundaries and interfaces with other systems that may affect the problem or its root causes.

Linear thinking will usually lead to a quick response but not necessarily a optimal solution. Recognize all people involved are not "plug and play" and bring various talent to your organization. The advent of AI will normally focus on something you already drew a straight line at but with various people involved talent is not normalized across all positions. What I have witnessed is the reduction of staff as the obvious business solution in many problems (go to a hospital and follow a single nurse for a day). Are you really going to be more profitable with the potential for more mistakes? The Japanese have a word which I personally enjoy when solving problems: gemba! Go and see the "problem," or the process you wish to optimize.