This is the presentation we made to the Dog Advisory Council's open meeting on 3rd December 2013. It explains how Systems Thinking can be applied to develop canine health improvement strategies.
13. D
O
G
E
D
Conduct research
into BOAS
Share with key
stakeholders
Develop a Breed
Health Strategy
A Breed Health
Strategy
Collaborative
planning
Develop a Breed
Health Scheme
A Breed Health
Scheme
Clubs and Vets
Owners
participate in
Health Scheme
Develop
education for all
breeders
Breeder
Education
resources
Breeders
Breeders breed
more moderate
dogs
Develop guidance
for exhibitors and
judges
Show guidance is
available
Exhibitors and
Judges
More moderate
dogs win at shows
Develop
education for vets
Vet Education
resources
Vets and Referral
Specialists
Vets provide
advice to owners
Develop
education for
owners
Supply
side
BOAS Reports
Owner Education
resources
Owners
Owners provide a
healthy lifestyle
for their dogs
Hot topic example
Healthier
Brachycephalics
Guidance level
14. D
O
Develop an
assessment
framework
A recognition
system
Promote the
scheme to owners
Promotional
campaigns
Conduct health
assessments
Assessment
sessions & advice
Publish health
results
Supply
Side:
“Develop
a Breed
Health
Scheme”
Vets available
Develop a
recognition
system
Reports available
Review results
and trends
D
Robust testing
protocols
Recruit and train
vets
E
An assessment
framework
Develop testing
protocols
G
Analysis and
priorities known
Healthier
Brachycephalics
Vets and owners
Owners act on
advice
Hot topic example
Operational level
15. Dog-ED role:
1.
2.
3.
Apply Systems Thinking to a
current “hot topic”; e.g. Building
better Brachycephalics
Build Systems Thinking capability
into key stakeholder organisations
and apply it on some joint working
Develop a 3-5 year Strategic Change
Programme for Canine Health and
Welfare Improvement
Facilitating
Training/Coaching
Consulting/Coaching
Next steps; options…
17. Leading on dog health and welfare
Where are we
now?
What needs to
be done by
which part of
the system?
• Strengths
• Commitment
• Areas for
• Focus
improvement • Resources
Implement all
those actions
•
•
•
•
•
Review &
Renew
Research
• Recognition
“Fix”
• Measurement
Design
Education
Communication
Change Programme
Finding simple, succinct definitions of systems thinking is not easy because by its nature it is a concept to help deal with complexity. However the above is a good one and is further elaborated on in the same World Health Organisation report“Systems thinking, a novel lens through which we can viewthe world, is a broad array of approaches and methods. Someapproaches, such as collaboration across disciplines and sectors,are well established in the health sector (though applied tovarious degrees), while many others, such as systems modellingtechniques (described in the research section below) are not aswell known or established”
Systems thinking works to reveal the underlying characteristics and relationships of systems. Work in fields as diverseas engineering, economics and ecology shows systems to be constantly changing, with components that are tightlyconnected and highly sensitive to change elsewhere in the system. They are non-linear, unpredictable and resistantto change, with seemingly obvious solutions sometimes worsening a problem. Systems are dynamic architecturesof interactions and synergies. WHO 2009FOUR REVOLUTIONS THAT WILLTRANSFORM HEALTH AND HEALTHSYSTEMSThere are four revolutions currently underway that will transform health and health systems.These are the revolutions in: a) life sciences; b) information and communications technology;c) social justice and equity; and d) systems thinking to transcend complexity.Source: Frenk J. "Acknowledging the Past, Committing to the Future". Delivered September 5, 2008.Available at: http://www.hsph.harvard.edu /multimedia/JulioFrenk/FrenkRemarks.pdfItalics added for emphasis.
Taken from Systems thinking for health systems strengthening edited by Don de Savigny and Taghreed Adam, World Health Organisation 2009.
Key assumptions within Systems ThinkingLook beyond the players to the rules of the game (Donnella Meadows) and once you can understand the rules of the game you can intervene at the right place, with the right solution.More than one part of the system responsible for the properties of the system
This is simply an illustration of what the “map” might look like – in a real application it needs to be created by collaborative brainstorming. But even as an illustration it demonstrates how useful the approach could be:It’s inclusive – all stakeholders should appear on the “map” – all have a valuable contribution to make to improving the system.Central to it, and central to all these maps has to be recognition that we are dealing with a supply demand exchange – and there are laws governing that – supply has to meet demand.It develops an understanding of the relationships between the parts of the system which is vital to effective intervention.It reveals the need for interdisciplinary approaches – in this case it is essential we learn how flat-faces impact the health of the dogs but it is also vital we understand why people desire flat-faced dogs.It is balanced because it explores both the supply and the demand side. Solutions are more likely to be balanced as a result which in turn should have a positive influence over collaborative working.It increases our chances of avoiding “blind alleys”.There is huge complexity tied up in this system, and duplication and wasted effort. However there are also massive resources, seriously talented people and a wealth and depth of expertise. AS well as collective passion.