THE SYSTEMS THINKING APPROACHSM

System: A System is a set of components that work together for the overall objectives of the whole (output).

CONCEPT #1 CONCEPT #2
Seven Levels of Living/Open Systems 12 Natural Laws of Living Systems on Earth

Hierarchy Levels of Thinking Best Practices vs. Traditional Human Dynamics

I. THE WHOLE SYSTEM: "The whole is greater than the sum of its parts."
1. Cell “Problems that are created by our cur- 1. Wholism–Overall broader perspectives, 1. Parts Focused-Suboptimal Results,
2. Organ rent level of thinking can't be solved Ends/Purpose-Focused, Synergy Narrower views, Means
by that same level of thinking.”
2. Open Systems–To the Environment, Regular 2. Closed Systems–Low Environmental
3. Organism/Individual —Albert Einstein scanning, "Outside-in", Implications Clear Scanning or concern, Parts focused
4. Group/Team/Family Usual
3. Boundaries–Clarity of system, Integrated, 3. Fragmented/Inflexible–Turf Battles,
5. Organization Organizational Voids, Overlaps, Duplication
Fit, Collaborative, Complementary
Focus
6. Community/Society 4. Input/Output–How Natural Systems Operate, 4. Sequential–Linear, Mechanistic,
"Backwards Thinking" Piecemeal/Analytic, Forecasts
7. Supranational System/Earth
5. Feedback–On Effectiveness, Results, 5. Low Feedback–Financial Only, Fear,
Six Rings of Focus "Feedback is a gift", Encourage it. Defensiveness, Lack of measures
#6 6. Multiple Outcomes–Goal seeking at all 6. Conflict–Artificial "Either/Or" Thinking
Community/Society
levels (WIIFM)-"What's In It For Me" "Yes, but", One result only
#5A
Organization-Environment II. THE INNER WORKINGS: Synergy, integration, relationships and interdependence
#5 Environment includes:
Total Organization 7. Equifinality–Flexible and Adaptive, Empower 7. Direct Cause-Effect–1 Best Way, Quick
#4A
• other people/groups the means, More than one way to do it fix fails, Activity focused
Between Departments • other organizations
#4
• customer/competitors 8. Entropy–Follow-up/Inputs of Energy, 8. Natural Decline–Obsolescence,
Workteams
#3A SS • society/community Renewal, "Booster shots" needed Rigidity and Death Energy/Renewal
One-to-One INE
AD • regions/earth
RE 9. Hierarchy–Flatter Organization/Self 9. Bureaucracy–Command and Control,
#3 Organizing, Productive order emerges Policy paramount, Centralize decisions
Self Increased Readiness:
• complexity/chaos 10. Relationships-Related Parts–Patterns, Webs, 10. Separate Parts–Components, Silos,
• readiness/willingness Interdependence and Leverage, Fit Individualism, Parts are primary
• skills/competencies growth
11. Dynamic Equilibrium–Maintain Stability and 11. Resistance to Change–Myopic View/
Balance/Culture, Self-regulating, Ruts, Habits, Root causes delayed in
Note: Rings 3–4–5 are 3 of the “7 Levels time and space.
(disequilibrium on the edge)
of Living Systems”
Rings 3A–4A–5A are “Collisions of 12. Internal Elaboration–Details and 12. Complexity–and Confusion/chaos;
Systems” with other systems Sophistication, Clarity and Simplicity chaos

• In Systems Thinking, the whole is primary, and the parts are secondary. • In Analytic Thinking, the parts are primary, and the whole is secondary.
 THE SYSTEMS THINKING APPROACHSM
Systems Thinking...is finding patterns and relationships, and learning to reinforce or change these patterns to fulfill your vision and mission.

CONCEPT #3 CONCEPT #4
A-B-C-D-E Systems Model The Natural Cycles of Life
“A New Orientation to Life”

C. Inputs A. Outputs “Rollercoaster of ChangeSM”

FUTURE
Achieve Your
TODAY “THE SYSTEM”
Vision
Current
State
#1 Shock/Denial #4 Rebuilding
B. Feedback (Complexity) (Simplicity) Throughout:
• Articulate the vision
• Provide rewards
E. Current E. Future Led-
FEEDBACK LOOP Loss- • Set up Change
Environment Environment
A Given Optional structures
STAKEHOLDERS

#2 Depression/Anger #3 Hope/Acceptance
Five Questions: “Backwards Thinking” (Chaos) (Systems View)
Acknowledge Through: Readjustment Through:
A Where do we want to be? (i.e., our ends, outcomes, purposes, goals, • Listening • Participation/Involvement
destination, vision) • Empathizing “Hang-In” Point • Showing WIIFM
• Explaining Why (Persevere) • Learning/Integration
B How will we know when we get there? (i.e., the customers' needs connected
to a quantifiable feedback system)
C Where are we now? (i.e., today's issues and problems) Major Questions Major Uses

D How do we get there? (i.e., close the gap from Cè A in a complete and 1. How deep is the trough? How long? 1. Personal transitions/Learning
holistic way) 2. Will we get up the right side and rebuild? 2. Interpersonal relationships
3. Are there other changes occurring? 3. Coaching
E Ongoing: What will/may change in the future environment? 4. Will we hang-in and persevere? 4. Conflict management
5. How to deal with normal resistance? 5. Team effectiveness
Why Thinking Matters 6. How to create a critical mass for 6. Overall Change Management
“How you think ... is how you act ... is how you are.” change?

Adapted from General Systems Theory and Haines Associates 1978. © 2001 Centre for Strategic Management. All rights reserved.
Based on 1984, 1995, and 2001 literature searches and ongoing client feedback. 1420 Monitor Road, San Diego, CA 92110 • (619) 275-6528 • FAX (619) 275-0324
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