Agile Singapore - An Introduction to Systems Thinking

In this slides, Chandra & Vignesh from Titansoft share their learnings from a recent workshop on Systems Thinking by Richiiro Oda who is a trained Systems Thinker himself.

Transcript

1. Introduction
   to
   Systems Thinking
   By Chandra S & Vignesh R – TITANSOFT
   Based on Riichiro Oda System Thinking Workshop
   in Singapore April 2019
   

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2. What can you expect from this sharing?
   

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3. INTRODUCTION
   

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4. Outline
   What is System Thinking? Iceberg Model System Archetype Summary
   

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7. My own explanation about system thinking
   A systematic way to understand how system work by
   observing:
   1. Relation between each component.
   2. Believe/Policies that affecting each decision.
   3. Pattern observed over time
   

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8. ICEBERG MODEL
   

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9. Serious Production Bug.
   Fish depletion.
   What has influence the
   pattern?
   What are the assumptions,
   beliefs, and values?
   

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10. Let’s go deeper.
    

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11. 7 Fishing companies
    One Goal
    • Making $$$
    Fishing Area
    • Shared Area
    Starting Point
    • 2010
    • Start with 4
    Fish ships
    Facts Known
    • Fish growth
    population rate.
    • Shipping Cost
    

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12. Iceberg: Events
    Many companies closed
    

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13. 0
    10
    20
    30
    40
    50
    60
    2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
    Total Ships For All Companies
    Ships
    -100,000.00
    -80,000.00
    -60,000.00
    -40,000.00
    -20,000.00
    0.00
    20,000.00
    40,000.00
    60,000.00
    2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
    Total 7 Companies Profit/Year
    Profit / Year
    0
    10
    20
    30
    40
    50
    60
    2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
    Total Ships Went to Sea
    Ships Went To The Sea
    0
    10
    20
    30
    40
    50
    60
    70
    2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
    Total Fishes Catch (100K)
    Ships Went To The Sea
    Iceberg: Pattern of Behavior / Behavior over time
    

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14. Ice Berg: Structure of the System.
    Tools: Causal Loop Diagram.
    A causal loop diagram (CLD) is a causal diagram that aids in
    visualizing how different variables in a system are interrelated.
    

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15. Ice Berg: Structure of the System.
    Tools: Casual Loop Diagram.
    

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16. Ice Berg: Structure of the System.
    Tools: Casual Loop Diagram.
    Reinforcing loop Balancing loop
    

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17. Let’s draw 7 companies behavior
    over time into CLD.
    

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25. Where’re the mental models?
    

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26. • More ships – More Fishes –
    More money
    • Everyone also buys more ships.
    • This fish ecosystem won’t last
    longer – Less Ship/Fishing –
    Less Cost
    

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27. Okay! So what’s next?
    

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31. Patterns
    

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32. ACME Software House
    Started in 2006 Team of 4 people 2x growth
    

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38. Limits to success
    

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41. Patterns
    System Archetypes
    

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42. If we think each system as a story, system archetypes are the classical
    stories that we keep seeing over and over again.
    

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43. Why do we need System Archetypes?
    

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44. Points of intervention
    

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47. Let’s look at another example
    

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50. Fixes that fail
    

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51. • Accidental Adversaries
    • Balancing Loop
    • Drifting Goals
    • Escalation
    • Fixes That Fail
    • Growth and Underinvestment
    • Limits to Success
    • Reinforcing Loop
    • Shifting the Burden
    • Success to the Successful
    • Tragedy of the Commons
    

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53. Lets revisit our original problem
    

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55. • Limit you’re the
    number of ships.
    • Monopolize the sea • Create your own fish
    farming.
    

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56. Summary
    

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57. Recap
    • What is system thinking?
    • Iceberg Model
    • Events
    • Behavior over time
    • Causal Loop Diagram
    • Mental models
    • System Archetypes
    

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58. Recommended Reading
    

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60. Our advice
    • Take it slow
    • Practice, practice, practice
    • Seek to understand your own mental model
    • Validate intervention with model
    

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61. “We don’t need better solutions; we need better
    thinking about problems.”
    

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62. Any
    questions?
    

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