Systems Thinking

Systems Thinking Complexity Cybernetics Emergent Behaviour Goal-Directed Behaviour Cause/Effect Open & Closed Systems Perspective

A Popular Version of Systems Thinking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Team Learning Shared Vision Mental Models Personal Mastery Systems Thinking

System Thinking Topics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Systems Thinking for Studying Business and Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

System & Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

From Linear Thinking to System Thinking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],A: Boss Shouts At Staff B: Staff Stays Silent

3 patterns of system behaviour ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],What mechanisms are capable of creating these patterns? What are the implications of these patterns for management? Source: Theodore Modis Predictions (Simon & Schuster 1992)

Cybernetics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Feedback ,[object Object],[object Object],[object Object],Positive Feedback Escalation / Growth Complementary (Schismogenesis) Symmetric (“Arms Race”) Negative Feedback Equilibrium / Homeostasis Oscillation Diverging Cyclic Converging

Oscillation ,[object Object],[object Object],[object Object],[object Object],[object Object]

System Dynamics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

System Dynamics Example SmartCard Takeup Number of Cardholders Range of Card Issuers Average Card Utilization Number of Card Transactions Average Transaction Value Total Value Throughput Range of Services Available

Simple Feedback ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Process Input Output

Gain and delay ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Process Input Output

Information flow ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Positive feedback ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Goal directed behaviour ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Controlling Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Emergent behaviour ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ The basic rule of systems theory is that, if you want to understand some phenomenon or appearance, you must consider that phenomenon within context of all completed circuits which are relevant to it.” (Bateson) But is this possible?

Ecologies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Price Equilibrium through Market Forces Supply Demand Price – – + +

Are Organizations Driven By Market Forces? ,[object Object],[object Object],[object Object],[object Object],Supply Demand Price – – + + pay effort workload processing costs capacity workload

Self-Organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Complex behaviour can be based on simple rules ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],What is the “purpose” of these systems? n.b. Boids are simulated birds that display their behaviour as they cross a computer screen. In this way the connection between rules and emergent behaviour can be studied Is there a direct relationship between “purpose” and behaviour?

Open Systems Perspective ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: McCaughan & Palmer, Systems Thinking for Harrassed Managers

Closed Systems Perspective ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],An organisation is neither open or closed. We can study it from an open systems perspective or a closed systems perspective and learn different lessons

References ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

We taught this course at City University, London, between 2002 and 2005 ,[object Object],[object Object],[object Object],Aidan Ward Antelope Projects Richard Veryard Veryard Projects BLOG WIKI SLIDES

Systems Thinking

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Systems Thinking