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.
04 support systems
Introduction to range of tools/methods that
support systems thinking and systemic design in
practice

02 Basics
Basics of systems thinking 05 Nurturing
Nurturing & supporting systems thinking in
your practice

03 Systemic design
linking systems thinking and
design

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We are all
systems thinkers
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!

4
Hence the growing interest in
learning to strengthen systems
thinking practices, and manage
organisational cultures that
encourage its use in both
problem structuring and
solution design.

5
 Systems thinking enables us to:

Change our thinking to match Communicate with others to Change our behavior to work Identify and test a wider
the interconnected, dynamic create new ways of thinking with the complex forces in the variety of possible actions and
complexity of our communities and seeing - and develop system (instead of against solution pathways
and their environments shared understanding them) to realize our vision

Become more aware of the Harness social learning Expand the choices available
potential for unintended processes to help us develop a to us and identify those
consequences of our actions shared understanding and take choices where we can develop
action collectively significant leverage

6
Of course - not all systems are the same!

There are different kinds of systems

Simple / complicated Complex and adaptive

We need to understand them, and use different

management styles for each

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 A typology of problem situations

Complex
“Wicked”
Far from

problem

Complicated
AGREEMENT

“difficult”
problem
Close to

Simple
problems

Close to Far from

Certainty

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Difficult problems

Limited timescale 01 04 Can be treated as a

stand-alone matter

Characteristically
Priorities clear 02 smaller-scale and 05 Limited number of people
involved
well-defined

Limited applications 03 06 Know what needs to be

done

07 Recognisable solution

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Wicked problems
Longer, uncertain 05 Keep evolving
01
timescale

Priorities called into 02 06 More people involved

question
Characteristically
bigger and poorly
defined
Uncertain, but greater 03 No agreement on
07
implications, worrying what the problem is

Can’t be disentangled 08 No ‘obvious” solutions

04
from its context

10
International agencies and public sector
organizations are moving towards systems
thinking ….. To deal with complex or ‘wicked’ problems which

Go beyond range of Are often characterised

any one organization by disagreement about
to manage them causes, and how to
tackle them

Recognize the need to Require innovative

change behaviour or solutions that can be
practice at multiple levels adapted in the light of
and scales (individuals to experience and feedback
organizations)

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Different systems require
different management
Managing a complicated Managing a complex
system adaptive system

• Develop explicit plans • Look for divergence

• Plan then act • Act, learn, and plan at the same time

• Look for agreement & clear outcome • Use minimum specifications

• Limit types of approaches & actions • Work on multiple leverage points

• Set targets • Be creative with opportunities at the boundaries

• Drive implementation • Build on what emerges and grows

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02
Basics of
systems thinking
Key systems thinking components
Multiple Perspectives Interconnections

• World views • Relationships

• Voices • Feedback
• Knowledge systems • Patterns

KEY SYSTEMS
THINKING
COMPONENTS

Influences Boundaries

• Blocks • Communities
• Leverage points • Systems within systems
• Drivers • Scope
• Issues

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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?

What stakes (individual values and motivations) do they

have?

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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?

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Boundaries
Define scope and scale (and from what/whose
perspective is this developed.)

Are other boundaries possible – and feasible?

Agree on how to structure the problem

situation

Discuss what constitutes an improvement –

and how this might be different for different
stakeholders?

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Influences

What drives the systems in question in particular

directions

Identify …. drivers, trends, enablers, blocks, leverage

points

Leverage points are seen as key points with which to

intervene in complex systems

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The iceberg model for systems thinking

Increasing
leverage
VISIBLE
Events The iceberg model is
a systems thinking
tool designed to help
Patterns an individual or group
& trends discover the patterns
Transformational of behaviour,
change supporting structures,
and mental models
System structures that underlie a
& drivers particular event.

RARELY SEEN Predominant social paradigm

(Mental models, worldviews)

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Some questions to help unpack the system

• What is the fastest way to

PRESENT react to this event NOW?
Events

Patterns • What trends and/or patterns

& trends are occuring?

System structures • What mental/organizational

& drivers structures create the patterns?

Predominant social paradigm • What are the stated/unstated

FUTURE
(Mental models, worldviews) visions that generate this structure?

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Donella Meadows’ 12 leverage points: places to
intervene in a system
Numbers Information flows

Increasing leverage
Buffers Rules

Stock and flow structures Self-organization

Delays Goals

Balancing feedback loops Paradigms

Reinforcing feedback loops Transcending Paradigms

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 3
Systemic design
linking systems
thinking and design
Linking systems thinking and design

Problem
framing
SYSTEMS
THINKING
+
DESIGN
THINKING
Solution
oriented

Systemic design - Integrating the mindsets and toolsets of systems thinking and design thinking to
encourage learning and innovative systems change

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Systemic design
These frameworks link together to support collaborative
decision-making. For example key functions in a typical
adaptive management/policy setting process may include:

[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)

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Tools/methods for systems thinking and
systemic design can be grouped by function

Understanding the system

Co-designing solutions

Monitor, reflect and adapt

Dialogue and collaboration

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.

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Key systems thinking components
Understanding the system

• Influences
• Boundaries
• Interrelationship

Assess and adapt Dialogue & Co-design solutions

collaboration
• Managing conflict
• Assess progress • Short term and long term goals
• Multiple perspectives
• Choose indicators • Recognising different • Leverage points
• Refine knowledge systems and • Action plans
• monitor cultures

Implementation by
organizations, other
key stakeholders

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“
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.

~ Bob Williams

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Important to see how sets of tools / methods fit in the bigger
process in which they are used
Understanding the system

• Influences
• Boundaries
• Interrelationship

Assess and adapt Dialogue & Co-design solutions

collaboration
• Managing conflict
• Assess progress • Short term and long term goals
• Multiple perspectives
• Choose indicators • Recognising different • Leverage points
• Refine knowledge systems and • Action plans
• monitor cultures

Implementation by
organizations, other key
stakeholders
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1. Tools for understanding the system
1 Understanding the system

• Influences
• Boundaries
• Interrelationship

Assess and adapt Dialogue & Co-design solutions

collaboration
• Managing conflict
• Assess progress • Short term and long term goals
• Multiple perspectives
• Choose indicators • Recognising different • Leverage points
• Refine knowledge systems and • Action plans
• monitor cultures

Implementation by
organizations, other key
stakeholders
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Understanding the system
tools for seeing things
A
Timelines Social network analysis
CASUAL LOOP
Trend analysis Causal loop diagrams
B
System archetypes Bayesian belief networks

Rich pictures Computer models

Y

Cynefin framework/Stacey diagram etc

Concept mapping

TIME

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Understanding the system
tools for thinking strategically Yields
choices of

A real-world Relevant
situation of systems of
CATWOE concern purposeful
activity
Problem structuring methods
Comparison of
Iceberg model models with
SWOT/TOWS analysis perceived situation

System archetypes Action needed to

improve the
STEEP situation
Soft Systems Methodology (SSM) (PEST, PESTLE, STEP, etc.)

Scenarios and visioning etc

Strengths Weaknesses

Opportunities Threats

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2. Tools for dialogue and collaboration
Understanding the system

• Influences
• Boundaries
• Interrelationship

Assess and adapt Dialogue & Co-design solutions

collaboration
• Managing conflict
• Assess progress 2 • Multiple perspectives • Short term and long term goals
• Choose indicators • Recognising different • Leverage points
• Refine knowledge systems and • Action plans
• monitor cultures

Implementation by
organizations, other key
stakeholders
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 Dialogue & collaboration
tools for involving the right people include:
Stakeholder analysis

Engagement planning

Networking

Relationship building & management

“It’s not just who you could get to come at the time”

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Dialogue & collaboration
tools for working together
Use multiple methods and always have a plan. Tools include:

Kitchen workshops Informal

Facilitation
and meetings conversations

Active listening,
Networks Social media
appreciative inquiry

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3. Tools for co-designing solutions
Understanding the system

• Influences
• Boundaries
• Interrelationship

3
Assess and adapt Dialogue &
Co-design solutions
collaboration
• Managing conflict
• Assess progress • Short term and long term goals
• Multiple perspectives
• Choose indicators • Recognising different • Leverage points
• Refine knowledge systems and • Action plans
• monitor cultures

Implementation by
organizations, other key
stakeholders
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Tools for co-design
finding desirable solutions
Usually both a product and a process. Approaches include:

Agile planning (scrums & sprints) …. as opposed to waterfalls

The five stages of Design Thinking (Empathise, Define –

the problem, Ideate, Prototype, and Test)

Along with a whole host of methods …. problem structuring

methods (PSMs), conceptual models, scenario development,
(participatory) system dynamic modelling and simulation, etc.

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Tools for co-design – outcomes modelling
[Theory of Change (ToC) and logic models]

Situation
analysis Inputs, activities & outputs Outcomes

Vision

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Tools for co-design – outcomes modelling
[Theory of Change (ToC) and logic models]

Situation
analysis Inputs, activities & outputs Outcomes

Outcomes - Impact
Intermediate Long-term

Changes - in individuals &

organisations
Changes in practice Vision
Changes in end
states

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 … and helps develop monitoring and
evaluation plans along with activity plans
Program Program Program
context efficiency effectiveness

Outcomes - Impact
Input Activities Outputs
Short term Medium term Long term
Current
Situation
What we do Goods &
What we & who we services What happens because
Desired invest
Vision do it with produced of these activities

EVALUATION TYPES
Needs Audit Formative/Process Outcomes Impact

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4. Tools/methods for assessing progress
Understanding the system

• Influences
• Boundaries
• Interrelationship

4
Dialogue &
Assess and adapt Co-design solutions
collaboration
• Managing conflict
• Assess progress • Short term and long term goals
• Multiple perspectives
• Choose indicators • Recognising different • Leverage points
• Refine knowledge systems and • Action plans
• monitor cultures

Implementation by
organizations, other key
stakeholders
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Tools for assessing and adapting include:
Theory of change and
accompanying logic models

Complexity-aware monitoring (outcomes

mapping, MSC, etc.)

Using rubrics to assess complex tasks and

behaviors (intermediate outcomes)

Facilitating reflective practice (After Action

Reviews – AARs and Strategic Learning Debriefs

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05
Embedding
systems
thinking in
practice

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It is important to create a
learning organization where:
People continually expand their capacity to create
the results they truly desire

New and expansive patterns of thinking are nurtured

Collective aspiration is set free … and

People are continually learning to see the whole

together.

~ Peter Senge 1990 – The Fifth Discipline

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Common challenges that
often have to be faced include

The perception that Too few people with the Exploring one’s personality and
learning (collaboration and skillsets and resources goals in a group can sometimes
dialog) takes too long required to follow through seem threatening and daunting

A lack of safe spaces A lack of formal commitment

for groups to work in to the process from
this different way organizational leadership

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Senge: the five core disciplines
required for a successful learning organization
Systems Thinking

Personal Mastery

Mental Models

Building Shared Vision

Team Learning

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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/

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Topic information: Graphics & photos:
SLIDE 8: See: Ralph D. Stacey and Dave Snowden SLIDE 1: Photo by Will Allen
SLIDE 12: Complicated or complex – knowing the difference is important SLIDE 3: Photo by Austin Distel on Unsplash
SLIDE 19: Systems thinking: what, why when, where and how SLIDE 4: Photo by Alina Grubnyak on Unsplash
SLIDE 21: Leverage points – places to intervene in a system SLIDE 5: Photo by Alina Grubnyak on Unsplash
SLIDE 23: Systemic design SLIDE 7: Photo by Sveta Fedarava on Unsplash
SLIDE 24: Systemic design SLIDE 8: Photo by Startaê Team on Unsplash
SLIDE 28: All methods are wrong - some methods are useful SLIDE 13: Photo by Dylan de Jonge on Unsplash
SLIDE 31: Systems methods and tools SLIDE 15: Photo by Artem Maltsev on Unsplash
SLIDE 32: Strategy tools and approaches SLIDE 16: Photo by Dan Meyers on Unsplash
SLIDE 34: Stakeholder mapping and analysis SLIDE 17: Photo by Kaleidico on Unsplash
SLIDE 35: Using dialogue and negotiation SLIDE 18: Photo by Bill Oxford on Unsplash
SLIDE 38: Theory of Change and logic models SLIDE 22: Photo by Saad Salim on Unsplash
SLIDE 41: Planning, monitoring & evaluation – closing the loop SLIDE 24: Photo by Maksym Kaharlytskyi on Unsplash
SLIDE 45: Organizational learning SLIDE 3: Photo by Austin Distel on Unsplash
SLIDE 47: Learning for Sustainability website 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

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