p.6 From an early age, we're taught to break apart problems in order to make complex tasks and subjects
easier to deal with. But this creates a bigger problem... we lose the ability to see the consequences of our actions, and
we lose a sense of connection to a larger whole. -Peter Senge [The Fifth Discipline]
p.9 When we engage in analytic or reductionist thinking, we resist considering more than one issue at a
time, because when we do, we quickly see there are always multiple and delayed causes for every effect. Unfortunately, we
have few resources within our archaic, linear thinking that prepare us to deal with more than two or three issues at a time.
Is it any wonder we feel overwhelmed using this analytic approach to our systems problems?
p.9 In sum, reality is made up of circles (and feedback loops) in which multiple causality is inherently
and integrally tied to multiple effects in an open and free-flowing environment. It is this reality that we must pay attention
to in the lost art of applying systems thinking.
p.9 there have been an increasing number of business trends and concepts in the last couple of decades that
approach problem solving from this "general premise of interdependence." Many of them... are struggling in today's organizational
environment... In our view, this is because none of them look at their strategies and their problem solving from a fully integrated,
holistic, or systems methodology that begins with a definition of their ideal future vision or ultimate purpose.
p.16 the three keys to success for any living system are its ability to (1) to
be interactive with its environment; (2) to fit into that environment; and (3) to be connected with that environment. A crucial
task of any system is to scan its environment and then adapt to it.
p.17 The concept of feedback on effectiveness is important in understanding how a system maintains
a steady state or improves. Information concerning the outputs of the system is fed back as an input into the system,
perhaps leading to changes in the transformation process to achieve more effective future outputs. Often this information
helps to get to the root of problems... Feedback is a key to stimulating learning and change.
p.21 Often, the growth of the organization leads to chaos, complexity, and confusion and we have no concepts
of how to deal with them. That is what systems thinking can address.
p.31 Synthesis, how the parts fit/link together in an integrated process, in support of the whole outcome,
is the most important process in any system.
Analysis of each part's effectiveness cannot be analyzed in a void, but only in relationship to the other
parts and the processes that lead to the whole. Always remember that a system cannot be subdivided into independent parts.
Change in one part affects the whole and the other interdependent parts or processes.
p.53 you are always looking at the relationship of the part/event to both (1) the overall system outcomes,
and (2) all other parts and events within the system... In systems, relationships and processes are what are important..
Change your thinking from events and parts to relationships and processes.
p.54 Pay close attention to the impact you have on others and they on you. Rarely do we really know the
full impact of our actions on others.
p.60 All analyses and assessments must have as their criteria for success the goals/vision of the whole
entity first. The parts/elements, linkages, and how they will fit and integrate with each other only come after the overall
vision... For example: Your strategic plan should be the criteria upon which all your organizational decisions are made. It
is crucial to do a full analysis to discover all the root causes. Remember, root causes are often delayed in time and space
from the issue itself.
p.63 If you are looking at measuring success, then measure outcomes, rather than the how-to's.
p.134 First, always determine your goal (the 'what') in any situation... Brainstorm various "how to's" or
allow the doers to come up with them... Don't insist on your one best way... have a clear set of values as guides to behavior
to keep the "how to" within the proper boundaries of behaviors.
p.138 Ask yourself... whether or not everything you do has a feedback mechanism... Ask yourself... whether
each feedback mechanism has a way to turn the information obtained into (a) new learnings and (b) new applications.
p.232 The world can no longer be comprehended as a simple machine. It is a complex,
highly interconnected system. The basic trouble is that most people are trying to solve the problems of a complex
system with the mentality and tools that were appropriate for the world as a simple machine. -Ian Mitroff
p.236 Don't maximize a single component - maximize the whole and desired outcome... Excellence is doing
10,000 little things right
