Leveraging Systems thinking to understand a problem is about reaching a shared understanding through studying, reasoning, and experimenting; solving it in a structural way,
Systems Thinking is about understanding interconnected relationship between parts and the whole. The business problems today usually have many causes and can be very complex. Leveraging Systems Thinking to problem-solving includes framing the right problems, understanding the interconnected relationship between different problems, as well as figuring out potential solutions.
The purpose of Systems Thinking is to solve problems and creating desirable future: When things are not independent of one another they may act as a complex system, where simple logic can hardly help. Systems Thinking progression is to be sensitive to emergent trends and reach the state of the flow with the harmony of interconnectivity and interdependence.
You can drive mechanically thinking about a problem in normal traffic and linear logic. However, if the situation is very natural and fluid, with a lot of inter-dependencies and uncertainty, it calls for holistic or systems thinking. Systems Thinking helps to understand interrelationships rather than isolating things, seeing patterns of change rather than static snapshots. It helps to investigate continually via any means possible to deepen understanding of the problem and solve it holistically for creating a desirable future.
A systems thinker knows correlation doesn't necessarily mean causation in problem-defining and solving: Causation, generally speaking, is the reason behind every cause. Correlation is simply a relationship. The problems usually have many causes and can be very complex. It doesn't mean that there has to be an exact correlation. Causation is always within a context. Context aids us in understanding what’s relevant and what’s not. Correlations must be confirmed as real, and then, every possible causative relationship must be systematically explored.
Context can be altered with urgency or the perception of urgency. For complex problem solving, understanding context is often the first and the most important step in truly understanding of problems - without it, you are working without any boundaries, or basis for understanding what you are doing. “Seeing' the context you are 'part” of, allows you to identify the leverage points of the system and then, choose the decisive factors, in an attempt to solve problems. From problem-solving perspective, doing cause-effect analysis entails effect on context; intended vs. actual; and source of effect.
Leverage Systems Thinking to look for something “hidden,” which is not always obvious: Often times, people have a tendency to try to fix a symptom which results from the actual cause of the problem. With the rapid growth of information and fast-paced changes, it’s important to challenge conventional wisdom and eliminate pre-conceptual assumptions for decision-making and problem-solving.
You can drive mechanically thinking about a problem in normal traffic and linear logic. However, if the situation is very natural and fluid, with a lot of inter-dependencies and uncertainty, it calls for holistic or systems thinking. Systems Thinking helps to understand interrelationships rather than isolating things, seeing patterns of change rather than static snapshots. It helps to investigate continually via any means possible to deepen understanding of the problem and solve it holistically for creating a desirable future.
A systems thinker knows correlation doesn't necessarily mean causation in problem-defining and solving: Causation, generally speaking, is the reason behind every cause. Correlation is simply a relationship. The problems usually have many causes and can be very complex. It doesn't mean that there has to be an exact correlation. Causation is always within a context. Context aids us in understanding what’s relevant and what’s not. Correlations must be confirmed as real, and then, every possible causative relationship must be systematically explored.
Context can be altered with urgency or the perception of urgency. For complex problem solving, understanding context is often the first and the most important step in truly understanding of problems - without it, you are working without any boundaries, or basis for understanding what you are doing. “Seeing' the context you are 'part” of, allows you to identify the leverage points of the system and then, choose the decisive factors, in an attempt to solve problems. From problem-solving perspective, doing cause-effect analysis entails effect on context; intended vs. actual; and source of effect.
To 'just go ahead and fix it" carries assumptions, particularly, assumptions about something wrong, limiting, or not working in some way that requires 'fixing,” Act by gathering data and testing assumptions to validate their understanding before tinkering. There needs to be a better appreciation to leverage Systems Thinking to make more logical “assumptions” or better “forecast,” understand problems from different angles and zoom out to see the larger system and their part in the mess, in order to come up with optimal solutions without too many side effects.
The problem-solving thought process and practices will not be simple for many of today’s complex issues or vexing problems. Leveraging Systems thinking to understand a problem is about reaching a shared understanding through studying, reasoning, and experimenting; solving it in a structural way, as well as taking some existing core approaches and applying those in new areas or to new problems.
The problem-solving thought process and practices will not be simple for many of today’s complex issues or vexing problems. Leveraging Systems thinking to understand a problem is about reaching a shared understanding through studying, reasoning, and experimenting; solving it in a structural way, as well as taking some existing core approaches and applying those in new areas or to new problems.
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