An introduction to systems
thinking and systemic design –
concepts and tools
- it’s a way of collaboratively talking about and designing real-world solutions
Will Allen & Margaret Kilvington
1
Content guide
01
Introduction
Why decision-makers are moving towards a
systems thinking approach to better deal with
complex situations in health, environment,
education, etc.
02
Basics
Basics of systems thinking
03
Systemic design
linking systems thinking and
design
04
support systems
Introduction to range of tools/methods that
support systems thinking and systemic design in
practice
05
Nurturing
Nurturing & supporting systems thinking in
your practice
2
We all grew up exploring our natural and social worlds
and asking questions born of curiosity. We can look at
problems, see beyond the obvious, and explore
otherwise hard to see connections.
But in many school and workplace settings today
knowing the “right answers” is often rewarded over
systems-based inquiry and creativity.
Yet in today’s more crowded, and rapidly changing,
world there are fewer instances where all that is
needed is a “right answer” – rather there are more
perspectives, interconnections and interdependencies
to consider!
We are all
systems thinkers
4
Systems thinking enables us to:
Change our thinking to match
the interconnected, dynamic
complexity of our communities
and their environments
Communicate with others to
create new ways of thinking
and seeing - and develop
shared understanding
Change our behavior to work
with the complex forces in the
system (instead of against
them) to realize our vision
Identify and test a wider
variety of possible actions and
solution pathways
Become more aware of the
potential for unintended
consequences of our actions
Harness social learning
processes to help us develop a
shared understanding and take
action collectively
Expand the choices available
to us and identify those
choices where we can develop
significant leverage
6
Wicked problems
Longer, uncertain
timescale
01
Priorities called into
question
02
Uncertain, but greater
implications, worrying
03
Can’t be disentangled
from its context
04
Keep evolving
05
More people involved
06
No agreement on
what the problem is
07
No ‘obvious” solutions08
10
Characteristically
bigger and poorly
defined
International agencies and public sector
organizations are moving towards systems
thinking …..
To deal with complex or ‘wicked’ problems which
Go beyond range of
any one organization
to manage them
Are often characterised
by disagreement about
causes, and how to
tackle them
Recognize the need to
change behaviour or
practice at multiple levels
and scales (individuals to
organizations)
Require innovative
solutions that can be
adapted in the light of
experience and feedback
11
Managing a complex
adaptive system
Different systems require
different management
Managing a complicated
system
• Develop explicit plans
• Plan then act
• Look for agreement & clear outcome
• Limit types of approaches & actions
• Set targets
• Drive implementation
• Look for divergence
• Act, learn, and plan at the same time
• Use minimum specifications
• Work on multiple leverage points
• Be creative with opportunities at the boundaries
• Build on what emerges and grows
12
02
Basics of
systems thinking
What stakes (individual values and motivations) do they
have?
Multiple Perspectives
Who or what are the key stakeholders in this situation?
What stakes (individual values and motivations) do they
have?
What are the different ways in which the situation
can be framed or understood – by whom?
15
Interconnections
How do the elements within the
situation (components,
stakeholders, knowledge, etc.)
interconnect?
Leverage points are seen as key
points with which to intervene in
complex systems
What patterns emerge from
these relationships in action -
with what consequences, and
for whom?
16
Are other boundaries possible – and feasible?
Boundaries
Define scope and scale (and from what/whose
perspective is this developed.)
Discuss what constitutes an improvement –
and how this might be different for different
stakeholders?
Agree on how to structure the problem
situation
17
Influences
What drives the systems in question in particular
directions
Leverage points are seen as key points with which to
intervene in complex systems
Identify …. drivers, trends, enablers, blocks, leverage
points
18
The iceberg model for systems thinking
Events
Patterns
& trends
System structures
& drivers
Predominant social paradigm
(Mental models, worldviews)
The iceberg model is
a systems thinking
tool designed to help
an individual or group
discover the patterns
of behaviour,
supporting structures,
and mental models
that underlie a
particular event.
RARELY SEEN
VISIBLE
Transformational
change
Increasing
leverage
19
Some questions to help unpack the system
• What is the fastest way to
react to this event NOW?
FUTURE
PRESENT
• What trends and/or patterns
are occuring?
• What mental/organizational
structures create the patterns?
• What are the stated/unstated
visions that generate this structure?
Events
Patterns
& trends
System structures
& drivers
Predominant social paradigm
(Mental models, worldviews)
20
Numbers
Buffers
Stock and flow structures
Delays
Balancing feedback loops
Reinforcing feedback loops
Donella Meadows’ 12 leverage points: places to
intervene in a system
Information flows
Rules
Self-organization
Goals
Paradigms
Transcending Paradigms
Increasing leverage
21
3
Systemic design
linking systems
thinking and design
Systemic design
[Systems thinking] Involving participants in
understanding issue and wider context
(recognizing different perspectives/problem
structuring, potential leverage points)
[Design thinking] Jointly develop action plans
(identify activities, outcomes, and
assumptions) and M&E plans
[Reflective thinking] Learn and refine
(adaptive management)
These frameworks link together to support collaborative
decision-making. For example key functions in a typical
adaptive management/policy setting process may include:
24
Tools/methods for systems thinking and
systemic design can be grouped by function
The first three functions essentially can be seen as linked elements in an iterative and experiential learning cycle – in a systems
approach each is best carried out using tools that support dialogue and collaboration among the stakeholder groups involved.
Understanding the system
Co-designing solutions
Monitor, reflect and adapt
Dialogue and collaboration
25
Key systems thinking components
Dialogue &
collaboration
• Managing conflict
• Multiple perspectives
• Recognising different
knowledge systems and
cultures
Co-design solutions
• Short term and long term goals
• Leverage points
• Action plans
Implementation by
organizations, other
key stakeholders
Assess and adapt
• Assess progress
• Choose indicators
• Refine
• monitor
Understanding the system
• Influences
• Boundaries
• Interrelationship
26
~ Bob Williams
Over the years, I’ve found that starting with
methods, whether causal loop diagrams or Soft
Systems Methodology or Social Network
Analysis, often confuses or exasperates novices
….
… furthermore, no single method will equip
them with the power of the systems field.
“
“
28
Important to see how sets of tools / methods fit in the bigger
process in which they are used
Dialogue &
collaboration
• Managing conflict
• Multiple perspectives
• Recognising different
knowledge systems and
cultures
Co-design solutions
• Short term and long term goals
• Leverage points
• Action plans
Implementation by
organizations, other key
stakeholders
Assess and adapt
• Assess progress
• Choose indicators
• Refine
• monitor
Understanding the system
• Influences
• Boundaries
• Interrelationship
29
1. Tools for understanding the system
Dialogue &
collaboration
• Managing conflict
• Multiple perspectives
• Recognising different
knowledge systems and
cultures
Co-design solutions
• Short term and long term goals
• Leverage points
• Action plans
Implementation by
organizations, other key
stakeholders
Assess and adapt
• Assess progress
• Choose indicators
• Refine
• monitor
Understanding the system
• Influences
• Boundaries
• Interrelationship
1
30
Timelines
Trend analysis
System archetypes
Rich pictures
Cynefin framework/Stacey diagram
Concept mapping
Understanding the system
tools for seeing things
Social network analysis
Causal loop diagrams
Bayesian belief networks
Computer models
etc
A
B
Y
TIME
CASUAL LOOP
31
CATWOE
Iceberg model
System archetypes
Soft Systems Methodology (SSM)
Scenarios and visioning
Understanding the system
tools for thinking strategically
Problem structuring methods
SWOT/TOWS analysis
STEEP
(PEST, PESTLE, STEP, etc.)
etc
Strengths
Weaknesses
Opportunities
Threats
A real-world
situation of
concern
Yields
choices of
Relevant
systems of
purposeful
activity
Comparison of
models with
perceived situation
Action needed to
improve the
situation
32
2. Tools for dialogue and collaboration
Dialogue &
collaboration
• Managing conflict
• Multiple perspectives
• Recognising different
knowledge systems and
cultures
Co-design solutions
• Short term and long term goals
• Leverage points
• Action plans
Implementation by
organizations, other key
stakeholders
Assess and adapt
• Assess progress
• Choose indicators
• Refine
• monitor
Understanding the system
• Influences
• Boundaries
• Interrelationship
2
33
Dialogue & collaboration
tools for involving the right people include:
Stakeholder analysis
Relationship building & management
Networking
Engagement planning
34
“It’s not just who you could get to come at the time”
Dialogue & collaboration
tools for working together
Facilitation
Use multiple methods and always have a plan. Tools include:
Kitchen workshops
and meetings
Informal
conversations
Networks Social media
Active listening,
appreciative inquiry
35
3. Tools for co-designing solutions
Dialogue &
collaboration
• Managing conflict
• Multiple perspectives
• Recognising different
knowledge systems and
cultures
Co-design solutions
• Short term and long term goals
• Leverage points
• Action plans
Implementation by
organizations, other key
stakeholders
Assess and adapt
• Assess progress
• Choose indicators
• Refine
• monitor
Understanding the system
• Influences
• Boundaries
• Interrelationship
3
36
Tools for co-design
finding desirable solutions
Usually both a product and a process. Approaches include:
Along with a whole host of methods …. problem structuring
methods (PSMs), conceptual models, scenario development,
(participatory) system dynamic modelling and simulation, etc.
The five stages of Design Thinking (Empathise, Define –
the problem, Ideate, Prototype, and Test)
Agile planning (scrums & sprints) …. as opposed to waterfalls
37
Tools for co-design – outcomes modelling
[Theory of Change (ToC) and logic models]
Situation
analysis
Inputs, activities & outputs
Vision
Outcomes
38
Tools for co-design – outcomes modelling
[Theory of Change (ToC) and logic models]
Situation
analysis
Inputs, activities & outputs
Vision
Outcomes - Impact
Intermediate Long-term
Changes - in individuals &
organisations
Changes in practice
Changes in end
states
Outcomes
39
… and helps develop monitoring and
evaluation plans along with activity plans
Program
context
Program
efficiency
Program
effectiveness
Current
Situation
Desired
Vision
Input
Activities Outputs
What we
invest
What we do
& who we
do it with
Goods &
services
produced
What happens because
of these activities
Outcomes - Impact
Short term
Medium term
Long term
Audit
EVALUATION TYPES
Needs
Outcomes Impact
Formative/Process
40
4. Tools/methods for assessing progress
Dialogue &
collaboration
• Managing conflict
• Multiple perspectives
• Recognising different
knowledge systems and
cultures
Co-design solutions
• Short term and long term goals
• Leverage points
• Action plans
Implementation by
organizations, other key
stakeholders
Assess and adapt
• Assess progress
• Choose indicators
• Refine
• monitor
Understanding the system
• Influences
• Boundaries
• Interrelationship
4
41
Complexity-aware monitoring (outcomes
mapping, MSC, etc.)
Tools for assessing and adapting include:
Theory of change and
accompanying logic models
Facilitating reflective practice (After Action
Reviews – AARs and Strategic Learning Debriefs
Using rubrics to assess complex tasks and
behaviors (intermediate outcomes)
42
05
Embedding
systems
thinking in
practice
43
It is important to create a
learning organization where:
People continually expand their capacity to create
the results they truly desire
~ Peter Senge 1990 – The Fifth Discipline
New and expansive patterns of thinking are nurtured
Collective aspiration is set free … and
People are continually learning to see the whole
together.
44
Common challenges that
often have to be faced include
The perception that
learning (collaboration and
dialog) takes too long
Too few people with the
skillsets and resources
required to follow through
Exploring one’s personality and
goals in a group can sometimes
seem threatening and daunting
A lack of safe spaces
for groups to work in
this different way
A lack of formal commitment
to the process from
organizational leadership
45
Senge: the five core disciplines
required for a successful learning organization
Systems Thinking
Personal Mastery
Mental Models
Building Shared Vision
Team Learning
46
For more information
• Dr Margaret Kilvington – [email protected]
- Independent Social Research, Evaluation & Facilitation
• Dr Will Allen – [email protected]
- Will Allen & Associates / Learning for Sustainability
• Annotated links to a wide range of related on-line material can be found via the Learning for
Sustainability clearinghouse - https://learningforsustainability.net/
Reference as: Allen & Kilvington (2018) Summary: An introduction to systems thinking and
systemic design – concepts and tools (Presentation). Based on material for an introductory
workshop. Available online https://learningforsustainability.net/post/systemicdesign-intro/
48
SLIDE 8: See: Ralph D. Stacey and Dave Snowden
SLIDE 12: Complicated or complex – knowing the difference is important
SLIDE 19: Systems thinking: what, why when, where and how
SLIDE 21: Leverage points – places to intervene in a system
SLIDE 23: Systemic design
SLIDE 24: Systemic design
SLIDE 28: All methods are wrong - some methods are useful
SLIDE 31: Systems methods and tools
SLIDE 32: Strategy tools and approaches
SLIDE 34: Stakeholder mapping and analysis
SLIDE 35: Using dialogue and negotiation
SLIDE 38: Theory of Change and logic models
SLIDE 41: Planning, monitoring & evaluation – closing the loop
SLIDE 45: Organizational learning
SLIDE 47: Learning for Sustainability website
Topic information:
49
Graphics & photos:
SLIDE 1: Photo by Will Allen
SLIDE 3: Photo by Austin Distel on Unsplash
SLIDE 4: Photo by Alina Grubnyak on Unsplash
SLIDE 5: Photo by Alina Grubnyak on Unsplash
SLIDE 7: Photo by Sveta Fedarava on Unsplash
SLIDE 8: Photo by Startaê Team on Unsplash
SLIDE 13: Photo by Dylan de Jonge on Unsplash
SLIDE 15: Photo by Artem Maltsev on Unsplash
SLIDE 16: Photo by Dan Meyers on Unsplash
SLIDE 17: Photo by Kaleidico on Unsplash
SLIDE 18: Photo by Bill Oxford on Unsplash
SLIDE 22: Photo by Saad Salim on Unsplash
SLIDE 24: Photo by Maksym Kaharlytskyi on Unsplash
SLIDE 3: Photo by Austin Distel on Unsplash
SLIDE 34: Source: http://weird-vintage.com
SLIDE 37: Photo by Nathan Thomassin on Unsplash
SLIDE 42: Photo by Markus Spiske on Unsplash
SLIDE 43: Photo by Kaleidico on Unsplash
SLIDE 44: Photo by Edwin Andrade on Unsplash
SLIDE 46: Source: Peter Senge Systems Thinking
