vii Congratulations! By picking up this book, you've taken the first step in learning to use the powerful
array of systems thinking tools. These tools offer a fresh, highly effective way to grasp the complexities of organizational
life and to address the stubborn problems that often confront us
p.1 The more we build our understanding of system behavior, the more we can anticipate that behavior
and work with the system to shape the quality of our lives.
p.2 A system is a group of interacting, interrelated, or interdependent components that form a complex and
unified whole. A system's components can be physical objects that you can touch, such as the various parts that make up a
car. The components can also be intangible, such as processes; relationships; company policies; information flows;
interpersonal interactions; and internal state of mind such as feelings, values, and beliefs.
p.4 Feedback is the transmission and return of information... The most important feature of feedback
is that it provides the catalyst for a change in behavior.
p.5-6 But what is structure, exactly? The concept is difficult to describe. In simplest terms, structure
is interrelated - the organization of a system. Because structure is defined by the interrelationships of
a system's parts, and not the parts themselves, structure is invisible. (As we'll see later, however, there are ways
to draw out understanding of a system's structure.)
Why is it important to understand a system's structure? Because it's system structure
that gives rise to - that explains - all the events and trends that we see happening in the world around us.
p.6 focusing on events is like wearing blinders: You can only react to each new event rather than
anticipate and shape them. What's more, solutions designed at the event level tend to be short lived. Most
important, they do nothing to alter the fundamental structure that caused the event.
p.6 By uncovering the elusive systemic structure that drives events, you can begin identifying higher-leverage
actions.
p.7 In the end, to anticipate events and ultimately change a pattern, you need to shift your thinking
one more time: to the level of structure
p.8 Thinking at the structural level means thinking in terms of causal connections. It
is the structural level that holds the key to lasting, high-leverage change.
p.9 Our ability to influence the future increases as we move from event-level to pattern-level to
structural-level thinking, but sometimes the best action we can take must remain focused on the present, at the event
level... But, if that's all we did, the actions would be considered low leverage from a long-term perspective. The
art of thinking at the systemic structure level comes with knowing when to address a problem at the event, pattern, or structural
level, and when to use an approach that combines the three.
p.17 There are many ways of looking at systems thinking. It offers not only a set of tools, but also a framework
for looking at issues as systemic wholes... Systems thinking is a language, too, that offers a way to communicate
about dynamic complexities and interdependencies.
p.17 many of the most vexing problems confronting managers and corporations today are caused by
a web of interconnected, circular relationships.
p.18 In general systems thinking is characterized by these principles:
- thinking of the "big picture"
- balancing short-term and long-term perspectives
- recognizing the dynamic, complex, and interdependent nature of systems
- taking into account both measurable and nonmeasurable factors
- remembering that we are all part of the systems in which we function, and that we each influence those systems
even as we are being influenced by them
p.19 When you look at the world systemically, it becomes clear that everything is dynamic, complex,
and interdependent. Put another way: Things change all the time, life is messy, and everything is connected.
p.21 To sum up, the language of systems thinking offers a whole new way to communicate about the way we
see the world, and to work together more productively on understanding and solving complex problems.
p.39 Once you've targeted a problem for a systemic approach, work on developing a clear, succinct
statement of the problem. This is often the toughest part of systems thinking, but it's very worthwhile. The more
clearly and specifically you can state your issue, the more focused your systemic analysis will be.
p.51 A graphic depiction of the structure - such as a causal loop diagram - lets you explore dynamic interrelationships
among your variables that you may not have considered before. Sometimes, you can also see how parts of a system that are separated
by location or time nonetheless might interact to generate problems. Finally, CLDs [causal loop diagrams] allow you to hypothesize
about solutions to your problems and then test them, risk-free.
p.53 When stress level rises, the use of coping strategies also rises, ultimately reducing the stress
level.
p.53 causal loop diagrams are valuable because they help simplify the dynamics of the system they depict
p.54 Reinforcing loops compound change in one direction with even more change.
p.55 Balancing loops try to bring things to a desired state and keep them there, much as a thermostat regulates
the temperature in your house.
p.57 It can take time for coping strategies to begin reducing stress.
p.57 The key point to remember is that all dynamic behavior is produced by a combination of reinforcing
and balancing loops.
p.57 In many systemic structures, delays play a hidden but important role... Delays are important
to notice because they can make a system's behavior unpredictable and confound our efforts to control that behavior.
p.78 Complex systems behave differently from simple systems and pose special challenges for systems thinkers.
In action, a complex system appears to have many variables, many factors at play, and many semi-independent but interlocking
components. In a diagram of a complex system, the dominance of the different feedback loops shifts, and the timing and length
of delays vary. The diagram may also depict a number of structures that even seem to be in conflict with one another.
p.86 you and your colleagues could use causal loop diagrams... to better see the dynamics... and design
and test potential strategies. An even more effective exercise would be to use computer modeling to simulate and test
the various scenarios - this kind of software lets you explore the impact of decisions much faster and more accurately than
you can on paper. You would then have a better chance of anticipating the consequences of your choices and preparing
yourself for the inevitable delays and side-effects of your policies. [JLJ - A great idea for game theory]
p.89 Look at newspaper articles and try to draw a few loops that capture the dynamics of a problem being
described.
p.90 There's no "final" or "correct" causal loop diagram. Looping is a learning process that should continue
to evolve with new data and perspectives... present a diagram as a tentative and evolving picture of how you are seeing things.
To gain buy-in and maximize learning, make sure your audience participates in the modeling process.
p.90 use systems thinking to explore the implications of any proposed solution before trying
to implement it.
p.90 Resist the tendency to "solve" the issue, and focus on gaining a deeper understanding of the
structures producing the problem.
p.119 There are a number of distinct types of systems thinking tools, all of which fall under several broad
categories: dynamic thinking tools, structural thinking tools, and computer-based tools. Although each of the tools is designed
to stand alone, they also build upon one another and can be used in combination to achieve deeper insights into dynamic behavior.
p.127 Combined with reinforcing loops, balancing processes form the building blocks of dynamic systems.
Balancing processes seek equilibrium: They try to bring things to a desired state and keep them there. They also limit and
constrain change generated by reinforcing processes.
back cover Thinking systemically helps you to:
- Understand the structures that really shape your organization.
- Recognize key patterns of behavior over time.
- Address problems with greater insight.
- Anticipate trends, delays, and the consequences of your decisions.
- Reduce the element of risk.
- Design high-leverage interventions to improve performance.
