systemic perspective
DESCRIPTION
Systemic Perspective. Necessary and Sufficient Activities. Typical Approach. Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky. Systemic Approach. Graphic from Corporate Sigma by Anwar El-Homsi & Jeff Slutsky. Systemic Perspective. Leverage Points. Patterns of Behavior. - PowerPoint PPT PresentationTRANSCRIPT
Systemic Perspective
Situation
Patterns ofBehavior
Network ofInteractions
StakeholderPerspectives
Establish aBoundary
ChallengeAssumptions
LeveragePoints
Series Videos
• Elaborate on each activity• Develop understanding
• Example systemic perspective• For a specific situation• Guide for skills development
Situation
• Situation / System Dilemma• Results from multiple interactions• Interactions connect with experience• Provides context for relevance• Frame description for guidance
Situation (cont…)
• Perspectives vary• Frame purpose of investigation• Frame description for communication
Magic Connections
• Rapidly growing & needing resources• Support hiring and training resources• Other organizations raiding resources• Support struggling to maintain readiness
Patterns of Behavior
• Situation may appears as an event• Describe relevant changes over time• Consider a relevant time frame• Plotting graphs is great• Freehand frequently is useful
Network of Interactions
• Reality is complex• Models simplify & promote learning• Situation – relevant vs connected• All models are wrong, some models are
useful!• Useful models promote learning
Types of Models
• Qualitative - view interactions• Causal Loop Diagram
• Quantitative – used in simulations• Stock & Flow Diagram
• Develop a model with communication in mind
Stakeholder Perspectives
• Who influences and who is influenced• Stakeholders may have different
perspectives• Collaborative iterations valuable• What’s applicable depends on complexity
and coherence
Jackson’s Framework
• Systems• Simple – few, stable, highly structured• Complex – numerous, loosely structured
• Participants• Unitary – similar values and beliefs• Pluralist – compatible interests• Coercive – few common interests
Magic Connections
• Customers• Corporate Leadership• Support Management• Non-Support Management• Pluralist and simple in this context
Boundary
• Identify regions of responsibility• Aligned to stakeholders
• May be multiple boundaries• For the relevant stakeholder
• Inside the boundary is “the System”• Outside boundary is “the Environment”
Challenge Assumptions
• Decisions based on assumptions• Mental models based on experience• Surface and challenge• Potential invalid assumption
Leverage Points
• Constants, parameters, numbers• Buffers, stabilizing stocks• Structure of stocks & flows• Length of delays relative to change• Negative feedback loop strength• Positive feedback loop gain
Leverage Points (con’t)
• Structure of information flow• Rues of the system• Power to change or evolve structure• Goal of the system• Mindset of the system• Transcend paradigms
Magic Connections
• Consider the model• Possible leverage points• Develop a strategy for action• Implement the strategy• Monitor progress
Alternatives
• Policy for no resource raiding• Migrate to self-service support• Engineer support requirements out of
the products• Expand Support’s responsibility• The best answer is…