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Assume that your current experience or
results are a product of multiple contributing factors—not
just the one factor that is most obvious or visible
to you. |
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Identify small-scale problems as opportunities for
applying systems thinking to achieve better results. |
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Partner with someone skilled in the discipline of
systems thinking or interested in exploring a systemic
approach to a chronic issue. |
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Seek perspectives from different parts of the system.
For example, cultivate the practice of dialogue with
representatives from different functions in the organization
to gain a more complete view of the problems. |
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Ask the “five whys.” That is, as you seek
to understand the cause of an event, ask “Why
did that happen?” After identifying the cause,
ask again “And why did that happen?” Do
this a total of fine times as you dig deeper and deeper
to the root cause of an event. |
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Start with the process of defining variables. |
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Don’t get too preoccupied with drawing causal
loop diagrams. Any diagrams that you do develop should
be considered your current state of understanding and
not the final word. |
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Be suspicious of quick fixes. |
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Focus on solutions that optimize the whole, rather
than each of the parts. For example, instead of saying,
“How can we fix those guys over in the sales department,”
consider the larger context of the organization as a
whole. Then take a fresh look at the sales department’s
relationship to the larger system. |
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For any solution you identify, look for potential
unintended side effects that may result. |
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Don’t bite off too much. Instead, focus on a
few key changes over time. |
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Expect the change process to take a while. Applying
systems thinking won’t solve major, chronic problems
immediately. |
