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Reading Analysis

1. How do the components of a system function?

A system is "an interconnected set of elements that is coherently organized in a way that achieves something" (Donaldson, p.15). Elements, interconnections, and function are the critical components of a system. Elements are the easiest components to identify in a system because they tend to be visible. Interconnections represent the causal relationships among the elements and determine how they will interact. Function is system behavior -- how the system behaves; and, often there is a discrepancy between our conceptualization of system behavior (i.e., vision/ mission statements) and reality.For example, a basketball team is a system with elements such as players, coach, court, and ball. Its interconnections are the rules of the game, the coach's strategy, the players' communications, and the laws of physics that govern the motions of ball and players. The purpose of the team is to win games, or have fun, or get exercise, or make millions of dollars, or all the above.

The emergent behavior that characterizes the system (i.e., its outcomes) is a result of the dynamic interplay of the interconnected elements. In other words, a system is more than the sum of its parts.System behavior encompasses both the interactions and interconnections among a system's constituent parts, the "small behaviors" (e.g. the fluid exchange and understanding of the signals the coach and quarterback give and receive) as well as the overall functioning of the system, or its "large behavior" (e.g. the win-loss record or divisional standing). if you understand the component parts of a system (its elements and interconnections) - then you can predict the way the system will behave.

2. Why is purpose so important to a system thinking mindset?

Systems thinking considers how all different elements of a system interact, and then identifies ways to optimize the overall system, versus solutions to a specific problem within that system. Thinking systematically allows for solving a complex problem or drive strategic goal(s).

Systems Thinking involves more than drawing feedback loops or using the archetypes. It is about shifting how we think, communicate and act. By bringing both the short- and long-term dimensions into our conversation, asking different kinds of questions, and making our assumptions visible, we are better able to tap into the intelligence and wisdom within our organizations and, ultimately, improve the quality of our decisions and performance.

The purpose of a Systems Thinker is determined by the role she or he undertakes in the system she or he perceives as the one she or he inhabits. Everyone has internal motivations that may conflict with the systems in which we purportedly operate (Donaldson, 2017).

3. What does each of the tenets of systems thinking mean?

Interdependence of objects and their attributes - independent elements can never constitute a system

Holism - emergent properties not possible to detect by analysis should be possible to define by a holistic approach

Goal seeking - systemic interaction must result in some goal or final state

Inputs and Outputs - in a closed system inputs are determined once and constant; in an open system additional inputs are admitted from the environment

Transformation of inputs into outputs - this is the process by which the goals are obtained

Entropy - the amount of disorder or randomness present in any system

Regulation - a method of feedback is necessary for the system to operate predictably

Hierarchy - complex wholes are made up of smaller subsystems

Differentiation - specialized units perform specialized functions

Equifinality - alternative ways of attaining the same objectives (convergence)

Multifinality - attaining alternative objectives from the same inputs (divergence)

4. What is the role of holons, circles, and loops in system thinking?

A Holon is an agent that is composed in a multi-agent system that comprises of independent software entities. The role of Holon's is to make decisions that help in solving specific problems by interacting with the environment (Donaldson, 2017). Circles are components of a system thinking that helps people to understand difficult situations. Loops helps in connecting various components of the system. Connection circles entail the thinking tool whose fundamental role is to enable individuals to comprehend complexity in various situations.

Loops are thinking tools wholes role in the system thinking is to connect all elements of the system either directly or indirectly. Loops ensure that any alteration caused on a component in the thinking system causes a corresponding and uniform changes to all other elements in the entire system. The loop causes the influence to return to previous elements.

Should I remove it or leave this portion? Thinking in loops

One of the more difficult aspects of systems thinking is to stop thinking in terms of cause and effect and to begin to think in terms of loops and circles of causality. We can see how loop-thinking works in the example of the steersman. The simple, cause and effect view says, 'I set the position of the rudder on a heading (cause); this makes the boat head toward my destination (effect)'. As we have already seen, this activity is rather more complex than it seems. As our boat makes progress through the water, we monitor the gap between the current course and the desired course and make adjustments to bring the boat back on course. Larger changes to the position of the rudder will result in larger changes during the boat. Such a navigational system has five variables:

Making Thinking Visible: Connection Circles

Connection Circles are thinking tools. The goal of the circle is to clarify our thinking about the underlying causes of complex issues. Connection circles help us brainstorm about what is changing and to trace webs of causal relationships within systems to understand those changes. It can be a handy graphic organizer that helps students understand the main ideas in their reading.

In Systems Thinking the connection circle has a much broader purpose in our endeavor to heighten students' awareness of the causes of change all around them. The purpose of a connection circle is to uncover the causal loops that could be causing the problem we have observed. That means that there are two essential elements: a problem behavior pattern and the causal loops driving it.

5. Explain what Deming meant when he stated: "The appreciation of a system involved understanding how interactions between the elements of a system can result in internal restrictions that force the system to behave as a single organism that automatically seeks a steady state. This steady state determines the output of the system rather than the individual elements. Thus, it is the structure of the organization rather than the employees, alone, which holds the key to improving the quality of outputs."

Here the organizational structure is referred to as the system and the employees of the organization is referred to as elements. Deming meant that the organizational structure determines the mission and vision of the organization. These provides direction to the employees to interact among themselves and to set their goals and objectives in direction of the mission and vision of the organization. It also reduces conflict among the employees and helps in the decision-making process. Thus, it helps the organization to function as a single unit with a common goal. If the employees are satisfied with the organizational structure, it motivates them to work with their full potential and bring out the best in them. The steady state of collective efforts and hard work towards a common mission determines the output of the organization rather than the efforts of individual employees who do not have the same goal (Donaldson, 2017).

Deming is advocating on the need to understand and look at how interactions of people/elements interrelate and looking at these interactions holistically rather than looking at individual elements. For example, this is an approach in system thinking where interrelations between constituent elements of an organization are studied in the process of designing the quality of outputs. Although individual efforts are equally important, they do not share the outputs because it takes a combined effort to form an organizational system which determines the effectiveness and quality of outputs.

6. Why is 'both/and' thinking essential to system thinking?

"Both...and" thinking starts with really listening. Then it takes the best and most passionately held parts of each party's position and combines them with that of others to produce a new and better alternative. It contrasts sharply with the more prevalent "either...or," positional approach predicated on the generally false assumption that the supply of resources and recognition is scarce.

Decision-making is the most important activity in all of life. In the corporate arena it typically involves conflicting perspectives among those who participate in the decision. This conflict can set up an unhealthy "either...or" situation that degenerates into a "herding of cats" leadership issue. Therefore, an effective leader draws out the thoughts of his or her people and models "both...and" thinking to produce a group decision that the team can celebrate as better than any one person's contribution. the beauty of the "both...and" approach is that it can be practiced by anyone, not just the recognized leader. Furthermore, it contributes to success even when only one person in a group practice it.

Consider examples where you have seen "both...and" thinking practiced. Perhaps it's been in a successful business negotiation. Maybe it's been working on a major project with a team where things needed to be hashed out. Or perhaps it's been a brainstorming session that was intentionally structured to remove the need to win individually. You engaged with others in a powerful and stimulating way and contributed ideas willingly to develop big "both...and" concepts owned by the entire team. This is synergy and it happens only when you choose not to pursue the natural inclination toward 'either...or' behavior. Strategic planning teams who have successfully practiced "checking their egos at the door" have experienced this same synergy.

"both...and" thinking can become "grooved" when two requirements are satisfied-you have the desire to rise above self-centeredness and the discipline to practice it. So, when you feel yourself getting exercised emotionally or being drawn into an argument, challenge yourself (and perhaps others) with the question, "am I engaging in 'either...or' thinking?" If so, follow with the question, "how can I elevate my thinking to a 'both and' level?"

Practice a "both...and" approach and see if you don't (a) have more fun, (b) have more friends and (c) have greater business and personal success. Those who use it like it!

References

Donaldson, W. (2017). Simple Complexity: A Management Book for the Rest of Us: A Guide to

Systems Thinking. New York: Morgan James Publishing.