SlideShare una empresa de Scribd logo
1 de 34
Descargar para leer sin conexión
Systems Thinking - a new approach for decision making
Juhana Huotarinen
• Gofore Plc
• Current: Advisor in Agile transformations and a
Product Owner
• Previously: Software developer, project manager,
project director & executive committee
• Twitter: @juhanaOne
• Blogs: www.linkedin.com/in/juhana-
huotarinen-16ab301
@JuhanaOne
Today’s menu
@JuhanaOne
Menu
- Theory part
- Practical session
A hot topic in the Agile world
@JuhanaOne
• Second principle ”Apply Systems Thinking”?
• 8th principle ”Systems Thinking”?
• First principle ”Adopt a systems thinking view of organizational
transformation”?
• Thinking tools for Software development are: “Lean, Agile, Queuing
Theory and Systems Thinking”?
Origins
@JuhanaOne
• Based on Systems Theory
• In 1958, Harvard Business Review published “Industrial
Dynamics: A Major Breakthrough for Decision Makers”
• In 1990, Peter Senge popularized systems thinking in his book
The Fifth Discipline
• Amazon listed 572 items related to ”Systems Thinking” 5/2018
What is a system
@JuhanaOne
Meadows DH (2008) Thinking in Systems. White River Junction, VT: Chelsea Green Publishing
” A system is a set of elements or parts that is coherently organized and
interconnected in a pattern or structure that produces a characteristic set of
behaviors, often classified as its “function” or “purpose.” A system is more than
the sum of its parts. It may exhibit adaptive, dynamic, goal-seeking, self-
preserving and sometime evolutionary behavior ”
Components
@JuhanaOne
Purpose
Inter
connections
Elements
Soccer game
@JuhanaOne
ELEMENTS
•Players
•Coach
•Field
•Ball
•Referee
INTERCONNECTIONS
•Rules
•Strategies
•Players’
communication
•Referee’s
communication
PURPOSE
•Win game
•Have fun
•Have exercise
What is systems thinking
@JuhanaOne
https://managementhelp.org/misc/defn-systemsthinking.pdf
”Systems thinking is a way to view systems from a broad perspective that
includes seeing overall structures, patterns and cycles in systems, rather than
seeing only specific events in the system”
System in action
@JuhanaOne
https://learnsystemsthinking.weebly.com/diagrams.html
INFLOW OUTFLOW
STOCK
FEEDBACK
System in action
@JuhanaOne
https://learnsystemsthinking.weebly.com/diagrams.html
CREDIT DEBIT
R
EARNING
BANK
ACCOUNT
(Paycheck) (Spending)
(Interest)
ELEMENTS
•Players
•Coach
•Field
•Ball
•Referee
INTERCONNECTIONS
•Rules
•Strategies
•Players’
communication
•Referee’s
communication
PURPOSE
•Win game
•Have fun
•Have exercise
More powerful, usually more hidden
@JuhanaOne
1. Today's problems come from yesterday's solutions
2. The harder you push, the harder the system pushes back.
3. The easy way out leads back in
4. The cure can be worse than the disease.
5. Faster is slower.
6. Cause and effect are not always closely related in time
and space
7. Small changes can produce big results
8. You can have your cake and eat it too -- but not all at once.
9. Dividing an elephant in half does not produce two small
elephants.
10.There is no blame
https://www.linkedin.com/pulse/peter-senges-11-laws-systems-thinking-ivan-luizio-magalh%C3%A3es/
Traditional thinking vs systems thinking
@JuhanaOne
https://personalityhacker.com/podcast-episode-0039-systems-thinking/
The team works
30% longer –what
will happen?
Traditional thinking vs systems thinking
@JuhanaOne
https://personalityhacker.com/podcast-episode-0039-systems-thinking/
The team is not
performing well –
what is wrong?
@JuhanaOne
Why Agile frameworks lean on
Systems Thinking?
”80% of the systems performance potential
is found in the interactions among the
system’s parts while 20% of the total
performance of a typical system is found in
the parts themselves”
- Richard Koch
@JuhanaOne
https://www.amazon.com/80-20-Principle-Secret-Achieving/dp/0385491743
”96% of organization performance is a function
of the organization’s structure. Only about 4%
of an organization’s performance is attributable
to the people - W. Edwards Deming ”
@JuhanaOne
60/30/10 Rule
The team’s structure
The way you launch the team
The quality and level of team
coaching
A Theory of Team Coaching
Author(s): J. Richard Hackman and Ruth Wageman
60/30/10 Rule
60 The team’s structure
30 The way you launch the team
10 The quality and level of team
coaching
A Theory of Team Coaching
Author(s): J. Richard Hackman and Ruth Wageman
@JuhanaOne
Behaviour over time diagrams
Root cause analysis
Cause-and-effect diagrams
System archetypes
Causal loop diagrams
https://thesystemsthinker.com/wp-content/uploads/2016/03/Systems-Thinking-Tools-TRST01E.pdf
When to apply?
• To gain understanding of a
complex situation
• To gain sufficient understanding
to make predictions of future
system behaviour
• To solve a problem
• To create a new system
@JuhanaOne
https://www.burgehugheswalsh.co.uk/Uploaded/1/Docume
nts/What-is-Systems-Thinking.pdf
@JuhanaOne
”The point is not merely to
understand the world, but to
change it” - Karl Marx
@JuhanaOne
”The point is to understand the
world, and then change it”
Practical session
Causal loop
diagrams
• Designed to visualise the ongoing
dynamic interaction between
elements in a system
• Consist of variables connected by
causal links with polarities and
delays
• Together, these create feedback
loops
@JuhanaOne
Goals
• People, organisations,
departments, and systems have
goals
• Goals often generate pressure for
people to react (or act), with the
intent of achieving the goal
@JuhanaOne
20% more social
media interactions
To get 200 website
referrals and 25 leads
from LinkedIn
To make 5 referral
sales totalling
500,000 e
Increased website
visits and leads
Variables
• The key elements that are closely
related to the system
• Are things, actions or feelings
(nouns)
• Can be measured
• Quantities can vary over time
@JuhanaOne
HEALTHCARE DELIVERY
Waiting list
Waiting time
Admission rate
Patients in the hospital
Hospital capacity
Capacity utilization
Duration of treatment
Medical opinion
New referrals
Causal links
• Represent a connection or a relation
between the two variables
• Variable must has an effect on another
• Positive polarity
• Two variables move in the same direction
• Births  population
• Negative polarity
• Two variables move in the opposite direction
• Deaths  population
• Sometimes there is a delay in the
connection
@JuhanaOne
Feedback loops
• When one variable leads to a change in
another variable that eventually leads
to a change in the original variable
• Positive feedback loop
• Changes reinforces the initial change
• Rapid growth or collapse
• Bank account and interest earned
• Negative feedback loop
• Changes balances the initial change
• The harder the push, the harder the system
pushes back
• Goal-seeking
• Body temperature and sweating
@JuhanaOne
https://systemsandus.com/2012/08/15/learn-to-read-clds/
+
+ +
Before we start
• Use nouns (as elements)
• Correlation vs causal
• If there are too many variables, try
to bundle them
• If a link between two variables is
not clear, modify variables or add an
intermediate variable
• Long-term and short-term
consequences almost always differs
• Keep the model as simple as
possible
@JuhanaOne
https://thesystemsthinker.com/guidelines-for-drawing-causal-loop-diagrams-2/
Exercise
1. Your software project has reached the halfway milestone
2. A new program lead just started last week
3. He has lot of new ideas
4. New ideas are attached on the wall
5. The group will select one idea ( 3-4 members in one group)
6. The group design a causal loop diagram
 Goal is to understand consequences with help of System Thinking
@JuhanaOne
• Decision: team members work in multiple projects at the same time
(shared recourse)
• Decision: Story points are used as performance metric
• Decision: a specialized testing team is created
• Decision: Retrospectives are skipped because of the tight schedule
• Decision: The Project is late. More team members are added to the
project
• Decision: Critical bugs are not fixed right away, instead bugs added to
the backlog
@JuhanaOne

Más contenido relacionado

La actualidad más candente

Design Tools for Systems Thinking
Design Tools for Systems ThinkingDesign Tools for Systems Thinking
Design Tools for Systems ThinkingPeter Vermaercke
 
Strategic innovation slideshare
Strategic innovation   slideshareStrategic innovation   slideshare
Strategic innovation slideshareClaus Aasholm
 
The fifth discipline - An overview of Peter Senge's Fifth Discpline
The fifth discipline - An overview of Peter Senge's Fifth DiscplineThe fifth discipline - An overview of Peter Senge's Fifth Discpline
The fifth discipline - An overview of Peter Senge's Fifth DiscplineSrinath Ramakrishnan
 
Systems Thinking in Practice - an Open University showcase
Systems Thinking in Practice - an Open University showcaseSystems Thinking in Practice - an Open University showcase
Systems Thinking in Practice - an Open University showcasedtr4open
 
Commitment to change: A Key Success
Commitment to change: A Key SuccessCommitment to change: A Key Success
Commitment to change: A Key SuccessSeta Wicaksana
 
Stakeholder engagement and management
Stakeholder engagement and managementStakeholder engagement and management
Stakeholder engagement and managementSimon Misiewicz
 
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...TKMG, Inc.
 
Design Systems (english) #UXcamHH
Design Systems (english) #UXcamHHDesign Systems (english) #UXcamHH
Design Systems (english) #UXcamHHBenno Loewenberg
 
DMAIC Process Map For Business Improvement
DMAIC Process Map For Business ImprovementDMAIC Process Map For Business Improvement
DMAIC Process Map For Business ImprovementSlideTeam
 
Operational strategy
Operational strategyOperational strategy
Operational strategyHarman Rana
 
Futures Thinking and Scenario Planning
Futures Thinking and Scenario PlanningFutures Thinking and Scenario Planning
Futures Thinking and Scenario PlanningJay van Zyl
 
Chapter8
Chapter8Chapter8
Chapter8AG RD
 
20_Keys_KenAlbrecht_071409
20_Keys_KenAlbrecht_07140920_Keys_KenAlbrecht_071409
20_Keys_KenAlbrecht_071409DAVID NJUGUNA
 
The IT Management Function
The IT Management FunctionThe IT Management Function
The IT Management FunctionMario Navarro
 

La actualidad más candente (20)

Systems Thinking
Systems Thinking Systems Thinking
Systems Thinking
 
Systems Thinking
Systems ThinkingSystems Thinking
Systems Thinking
 
Design Tools for Systems Thinking
Design Tools for Systems ThinkingDesign Tools for Systems Thinking
Design Tools for Systems Thinking
 
Systems thinking
Systems thinkingSystems thinking
Systems thinking
 
Strategic innovation slideshare
Strategic innovation   slideshareStrategic innovation   slideshare
Strategic innovation slideshare
 
Systems Thinking
Systems ThinkingSystems Thinking
Systems Thinking
 
The fifth discipline - An overview of Peter Senge's Fifth Discpline
The fifth discipline - An overview of Peter Senge's Fifth DiscplineThe fifth discipline - An overview of Peter Senge's Fifth Discpline
The fifth discipline - An overview of Peter Senge's Fifth Discpline
 
090 Process Mapping
090 Process Mapping090 Process Mapping
090 Process Mapping
 
Systems Thinking in Practice - an Open University showcase
Systems Thinking in Practice - an Open University showcaseSystems Thinking in Practice - an Open University showcase
Systems Thinking in Practice - an Open University showcase
 
Commitment to change: A Key Success
Commitment to change: A Key SuccessCommitment to change: A Key Success
Commitment to change: A Key Success
 
Stakeholder engagement and management
Stakeholder engagement and managementStakeholder engagement and management
Stakeholder engagement and management
 
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...
 
Stakeholder Management
Stakeholder ManagementStakeholder Management
Stakeholder Management
 
Design Systems (english) #UXcamHH
Design Systems (english) #UXcamHHDesign Systems (english) #UXcamHH
Design Systems (english) #UXcamHH
 
DMAIC Process Map For Business Improvement
DMAIC Process Map For Business ImprovementDMAIC Process Map For Business Improvement
DMAIC Process Map For Business Improvement
 
Operational strategy
Operational strategyOperational strategy
Operational strategy
 
Futures Thinking and Scenario Planning
Futures Thinking and Scenario PlanningFutures Thinking and Scenario Planning
Futures Thinking and Scenario Planning
 
Chapter8
Chapter8Chapter8
Chapter8
 
20_Keys_KenAlbrecht_071409
20_Keys_KenAlbrecht_07140920_Keys_KenAlbrecht_071409
20_Keys_KenAlbrecht_071409
 
The IT Management Function
The IT Management FunctionThe IT Management Function
The IT Management Function
 

Similar a Systems thinking - a new approach for decision making

Systems Thinking for agile service design
Systems Thinking for agile service designSystems Thinking for agile service design
Systems Thinking for agile service designjohanna kollmann
 
Systems Thinking for Product Managers
Systems Thinking  for Product ManagersSystems Thinking  for Product Managers
Systems Thinking for Product Managersjohanna kollmann
 
Agile Leaders and Agile Managers
Agile Leaders and Agile ManagersAgile Leaders and Agile Managers
Agile Leaders and Agile ManagersLuca Sturaro
 
Edgar huse systems and the change process
Edgar huse   systems and the change processEdgar huse   systems and the change process
Edgar huse systems and the change processJofel Delicana
 
System thinking and the arizona homeless problem by Bob Bergman
System thinking and the arizona homeless problem by Bob BergmanSystem thinking and the arizona homeless problem by Bob Bergman
System thinking and the arizona homeless problem by Bob BergmanEric Kingsbury, MBA
 
Systematic Inventive Thinking and Process improvements
Systematic Inventive Thinking and Process improvementsSystematic Inventive Thinking and Process improvements
Systematic Inventive Thinking and Process improvementsKarthik Srinivasan
 
Applying Systems Thinking to Software Architecture
Applying Systems Thinking to Software ArchitectureApplying Systems Thinking to Software Architecture
Applying Systems Thinking to Software ArchitectureMatt McLarty
 
The Early Stage Analysis of a Systemic Innovation Lab
The Early Stage Analysis of a Systemic Innovation LabThe Early Stage Analysis of a Systemic Innovation Lab
The Early Stage Analysis of a Systemic Innovation LabRSD7 Symposium
 
Change + Challenges + Chances
Change + Challenges + ChancesChange + Challenges + Chances
Change + Challenges + ChancesStefan Haas
 
Systemic Design Toolkit - Systems Innovation Barcelona
Systemic Design Toolkit - Systems Innovation BarcelonaSystemic Design Toolkit - Systems Innovation Barcelona
Systemic Design Toolkit - Systems Innovation BarcelonaPeter Jones
 
Exploration of Agile Essence
Exploration of Agile EssenceExploration of Agile Essence
Exploration of Agile EssenceSeung-Bum Lee
 
Systems Concepts for Agile Practitioners
Systems Concepts for Agile PractitionersSystems Concepts for Agile Practitioners
Systems Concepts for Agile PractitionersRoger Brown
 
Systems Concepts for Agile Practitioners
Systems Concepts for Agile PractitionersSystems Concepts for Agile Practitioners
Systems Concepts for Agile PractitionersRoger Brown
 
Systems Concepts for Agile Practitioners
Systems Concepts for Agile PractitionersSystems Concepts for Agile Practitioners
Systems Concepts for Agile PractitionersRoger Brown
 
Book Review: "The High Velocity Edge" by Dr. Steven Spear
Book Review: "The High Velocity Edge" by Dr. Steven SpearBook Review: "The High Velocity Edge" by Dr. Steven Spear
Book Review: "The High Velocity Edge" by Dr. Steven SpearSreenivas Reddy Mallipeddi
 
Basicqualitytoolspresentationleanjourneyvjen 110917194351-phpapp01
Basicqualitytoolspresentationleanjourneyvjen 110917194351-phpapp01Basicqualitytoolspresentationleanjourneyvjen 110917194351-phpapp01
Basicqualitytoolspresentationleanjourneyvjen 110917194351-phpapp01Md Jawed Akbar
 

Similar a Systems thinking - a new approach for decision making (20)

Finding Leverage with System Dynamics
Finding Leverage with System DynamicsFinding Leverage with System Dynamics
Finding Leverage with System Dynamics
 
Systems Thinking for agile service design
Systems Thinking for agile service designSystems Thinking for agile service design
Systems Thinking for agile service design
 
Systems Thinking for Product Managers
Systems Thinking  for Product ManagersSystems Thinking  for Product Managers
Systems Thinking for Product Managers
 
Agile Leaders and Agile Managers
Agile Leaders and Agile ManagersAgile Leaders and Agile Managers
Agile Leaders and Agile Managers
 
Soft Systems Methodology for solving wicked problems
Soft Systems Methodology for solving wicked problemsSoft Systems Methodology for solving wicked problems
Soft Systems Methodology for solving wicked problems
 
Systems thinking for ultimate agility
Systems thinking for ultimate agilitySystems thinking for ultimate agility
Systems thinking for ultimate agility
 
Systems thinking for ultimate agility
Systems thinking for ultimate agilitySystems thinking for ultimate agility
Systems thinking for ultimate agility
 
Edgar huse systems and the change process
Edgar huse   systems and the change processEdgar huse   systems and the change process
Edgar huse systems and the change process
 
System thinking and the arizona homeless problem by Bob Bergman
System thinking and the arizona homeless problem by Bob BergmanSystem thinking and the arizona homeless problem by Bob Bergman
System thinking and the arizona homeless problem by Bob Bergman
 
Systematic Inventive Thinking and Process improvements
Systematic Inventive Thinking and Process improvementsSystematic Inventive Thinking and Process improvements
Systematic Inventive Thinking and Process improvements
 
Applying Systems Thinking to Software Architecture
Applying Systems Thinking to Software ArchitectureApplying Systems Thinking to Software Architecture
Applying Systems Thinking to Software Architecture
 
The Early Stage Analysis of a Systemic Innovation Lab
The Early Stage Analysis of a Systemic Innovation LabThe Early Stage Analysis of a Systemic Innovation Lab
The Early Stage Analysis of a Systemic Innovation Lab
 
Change + Challenges + Chances
Change + Challenges + ChancesChange + Challenges + Chances
Change + Challenges + Chances
 
Systemic Design Toolkit - Systems Innovation Barcelona
Systemic Design Toolkit - Systems Innovation BarcelonaSystemic Design Toolkit - Systems Innovation Barcelona
Systemic Design Toolkit - Systems Innovation Barcelona
 
Exploration of Agile Essence
Exploration of Agile EssenceExploration of Agile Essence
Exploration of Agile Essence
 
Systems Concepts for Agile Practitioners
Systems Concepts for Agile PractitionersSystems Concepts for Agile Practitioners
Systems Concepts for Agile Practitioners
 
Systems Concepts for Agile Practitioners
Systems Concepts for Agile PractitionersSystems Concepts for Agile Practitioners
Systems Concepts for Agile Practitioners
 
Systems Concepts for Agile Practitioners
Systems Concepts for Agile PractitionersSystems Concepts for Agile Practitioners
Systems Concepts for Agile Practitioners
 
Book Review: "The High Velocity Edge" by Dr. Steven Spear
Book Review: "The High Velocity Edge" by Dr. Steven SpearBook Review: "The High Velocity Edge" by Dr. Steven Spear
Book Review: "The High Velocity Edge" by Dr. Steven Spear
 
Basicqualitytoolspresentationleanjourneyvjen 110917194351-phpapp01
Basicqualitytoolspresentationleanjourneyvjen 110917194351-phpapp01Basicqualitytoolspresentationleanjourneyvjen 110917194351-phpapp01
Basicqualitytoolspresentationleanjourneyvjen 110917194351-phpapp01
 

Más de Juhana Huotarinen

Frameworks are for lazy organisations
Frameworks are for lazy organisationsFrameworks are for lazy organisations
Frameworks are for lazy organisationsJuhana Huotarinen
 
Lessons learned from scaling Agile
Lessons learned from scaling AgileLessons learned from scaling Agile
Lessons learned from scaling AgileJuhana Huotarinen
 
(Agile) software development in a nutshell
(Agile) software development in a nutshell(Agile) software development in a nutshell
(Agile) software development in a nutshellJuhana Huotarinen
 
Bots that replaced Middle-Management
Bots that replaced Middle-ManagementBots that replaced Middle-Management
Bots that replaced Middle-ManagementJuhana Huotarinen
 
Kanban, devops, lean startup
Kanban, devops, lean startup Kanban, devops, lean startup
Kanban, devops, lean startup Juhana Huotarinen
 

Más de Juhana Huotarinen (6)

Frameworks are for lazy organisations
Frameworks are for lazy organisationsFrameworks are for lazy organisations
Frameworks are for lazy organisations
 
Lessons learned from scaling Agile
Lessons learned from scaling AgileLessons learned from scaling Agile
Lessons learned from scaling Agile
 
(Agile) software development in a nutshell
(Agile) software development in a nutshell(Agile) software development in a nutshell
(Agile) software development in a nutshell
 
Bots that replaced Middle-Management
Bots that replaced Middle-ManagementBots that replaced Middle-Management
Bots that replaced Middle-Management
 
Kanban, devops, lean startup
Kanban, devops, lean startup Kanban, devops, lean startup
Kanban, devops, lean startup
 
Kettera vaatimustenhallinta
Kettera vaatimustenhallintaKettera vaatimustenhallinta
Kettera vaatimustenhallinta
 

Último

OpenChain Webinar: Universal CVSS Calculator
OpenChain Webinar: Universal CVSS CalculatorOpenChain Webinar: Universal CVSS Calculator
OpenChain Webinar: Universal CVSS CalculatorShane Coughlan
 
IA Generativa y Grafos de Neo4j: RAG time
IA Generativa y Grafos de Neo4j: RAG timeIA Generativa y Grafos de Neo4j: RAG time
IA Generativa y Grafos de Neo4j: RAG timeNeo4j
 
AI Embracing Every Shade of Human Beauty
AI Embracing Every Shade of Human BeautyAI Embracing Every Shade of Human Beauty
AI Embracing Every Shade of Human BeautyRaymond Okyere-Forson
 
Sales Territory Management: A Definitive Guide to Expand Sales Coverage
Sales Territory Management: A Definitive Guide to Expand Sales CoverageSales Territory Management: A Definitive Guide to Expand Sales Coverage
Sales Territory Management: A Definitive Guide to Expand Sales CoverageDista
 
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/ML
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/MLBig Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/ML
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/MLAlluxio, Inc.
 
JS-Experts - Cybersecurity for Generative AI
JS-Experts - Cybersecurity for Generative AIJS-Experts - Cybersecurity for Generative AI
JS-Experts - Cybersecurity for Generative AIIvo Andreev
 
Top Software Development Trends in 2024
Top Software Development Trends in  2024Top Software Development Trends in  2024
Top Software Development Trends in 2024Mind IT Systems
 
Deep Learning for Images with PyTorch - Datacamp
Deep Learning for Images with PyTorch - DatacampDeep Learning for Images with PyTorch - Datacamp
Deep Learning for Images with PyTorch - DatacampVICTOR MAESTRE RAMIREZ
 
Kawika Technologies pvt ltd Software Development Company in Trivandrum
Kawika Technologies pvt ltd Software Development Company in TrivandrumKawika Technologies pvt ltd Software Development Company in Trivandrum
Kawika Technologies pvt ltd Software Development Company in TrivandrumKawika Technologies
 
ERP For Electrical and Electronics manufecturing.pptx
ERP For Electrical and Electronics manufecturing.pptxERP For Electrical and Electronics manufecturing.pptx
ERP For Electrical and Electronics manufecturing.pptxAutus Cyber Tech
 
Streamlining Your Application Builds with Cloud Native Buildpacks
Streamlining Your Application Builds  with Cloud Native BuildpacksStreamlining Your Application Builds  with Cloud Native Buildpacks
Streamlining Your Application Builds with Cloud Native BuildpacksVish Abrams
 
Fields in Java and Kotlin and what to expect.pptx
Fields in Java and Kotlin and what to expect.pptxFields in Java and Kotlin and what to expect.pptx
Fields in Java and Kotlin and what to expect.pptxJoão Esperancinha
 
How Does the Epitome of Spyware Differ from Other Malicious Software?
How Does the Epitome of Spyware Differ from Other Malicious Software?How Does the Epitome of Spyware Differ from Other Malicious Software?
How Does the Epitome of Spyware Differ from Other Malicious Software?AmeliaSmith90
 
Transforming PMO Success with AI - Discover OnePlan Strategic Portfolio Work ...
Transforming PMO Success with AI - Discover OnePlan Strategic Portfolio Work ...Transforming PMO Success with AI - Discover OnePlan Strategic Portfolio Work ...
Transforming PMO Success with AI - Discover OnePlan Strategic Portfolio Work ...OnePlan Solutions
 
Growing Oxen: channel operators and retries
Growing Oxen: channel operators and retriesGrowing Oxen: channel operators and retries
Growing Oxen: channel operators and retriesSoftwareMill
 
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdf
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdfARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdf
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdfTobias Schneck
 
Webinar_050417_LeClair12345666777889.ppt
Webinar_050417_LeClair12345666777889.pptWebinar_050417_LeClair12345666777889.ppt
Webinar_050417_LeClair12345666777889.pptkinjal48
 
eAuditor Audits & Inspections - conduct field inspections
eAuditor Audits & Inspections - conduct field inspectionseAuditor Audits & Inspections - conduct field inspections
eAuditor Audits & Inspections - conduct field inspectionsNirav Modi
 
Optimizing Business Potential: A Guide to Outsourcing Engineering Services in...
Optimizing Business Potential: A Guide to Outsourcing Engineering Services in...Optimizing Business Potential: A Guide to Outsourcing Engineering Services in...
Optimizing Business Potential: A Guide to Outsourcing Engineering Services in...Jaydeep Chhasatia
 

Último (20)

OpenChain Webinar: Universal CVSS Calculator
OpenChain Webinar: Universal CVSS CalculatorOpenChain Webinar: Universal CVSS Calculator
OpenChain Webinar: Universal CVSS Calculator
 
IA Generativa y Grafos de Neo4j: RAG time
IA Generativa y Grafos de Neo4j: RAG timeIA Generativa y Grafos de Neo4j: RAG time
IA Generativa y Grafos de Neo4j: RAG time
 
AI Embracing Every Shade of Human Beauty
AI Embracing Every Shade of Human BeautyAI Embracing Every Shade of Human Beauty
AI Embracing Every Shade of Human Beauty
 
Sales Territory Management: A Definitive Guide to Expand Sales Coverage
Sales Territory Management: A Definitive Guide to Expand Sales CoverageSales Territory Management: A Definitive Guide to Expand Sales Coverage
Sales Territory Management: A Definitive Guide to Expand Sales Coverage
 
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/ML
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/MLBig Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/ML
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/ML
 
JS-Experts - Cybersecurity for Generative AI
JS-Experts - Cybersecurity for Generative AIJS-Experts - Cybersecurity for Generative AI
JS-Experts - Cybersecurity for Generative AI
 
Top Software Development Trends in 2024
Top Software Development Trends in  2024Top Software Development Trends in  2024
Top Software Development Trends in 2024
 
Deep Learning for Images with PyTorch - Datacamp
Deep Learning for Images with PyTorch - DatacampDeep Learning for Images with PyTorch - Datacamp
Deep Learning for Images with PyTorch - Datacamp
 
Kawika Technologies pvt ltd Software Development Company in Trivandrum
Kawika Technologies pvt ltd Software Development Company in TrivandrumKawika Technologies pvt ltd Software Development Company in Trivandrum
Kawika Technologies pvt ltd Software Development Company in Trivandrum
 
ERP For Electrical and Electronics manufecturing.pptx
ERP For Electrical and Electronics manufecturing.pptxERP For Electrical and Electronics manufecturing.pptx
ERP For Electrical and Electronics manufecturing.pptx
 
Streamlining Your Application Builds with Cloud Native Buildpacks
Streamlining Your Application Builds  with Cloud Native BuildpacksStreamlining Your Application Builds  with Cloud Native Buildpacks
Streamlining Your Application Builds with Cloud Native Buildpacks
 
Fields in Java and Kotlin and what to expect.pptx
Fields in Java and Kotlin and what to expect.pptxFields in Java and Kotlin and what to expect.pptx
Fields in Java and Kotlin and what to expect.pptx
 
How Does the Epitome of Spyware Differ from Other Malicious Software?
How Does the Epitome of Spyware Differ from Other Malicious Software?How Does the Epitome of Spyware Differ from Other Malicious Software?
How Does the Epitome of Spyware Differ from Other Malicious Software?
 
Transforming PMO Success with AI - Discover OnePlan Strategic Portfolio Work ...
Transforming PMO Success with AI - Discover OnePlan Strategic Portfolio Work ...Transforming PMO Success with AI - Discover OnePlan Strategic Portfolio Work ...
Transforming PMO Success with AI - Discover OnePlan Strategic Portfolio Work ...
 
Salesforce AI Associate Certification.pptx
Salesforce AI Associate Certification.pptxSalesforce AI Associate Certification.pptx
Salesforce AI Associate Certification.pptx
 
Growing Oxen: channel operators and retries
Growing Oxen: channel operators and retriesGrowing Oxen: channel operators and retries
Growing Oxen: channel operators and retries
 
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdf
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdfARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdf
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdf
 
Webinar_050417_LeClair12345666777889.ppt
Webinar_050417_LeClair12345666777889.pptWebinar_050417_LeClair12345666777889.ppt
Webinar_050417_LeClair12345666777889.ppt
 
eAuditor Audits & Inspections - conduct field inspections
eAuditor Audits & Inspections - conduct field inspectionseAuditor Audits & Inspections - conduct field inspections
eAuditor Audits & Inspections - conduct field inspections
 
Optimizing Business Potential: A Guide to Outsourcing Engineering Services in...
Optimizing Business Potential: A Guide to Outsourcing Engineering Services in...Optimizing Business Potential: A Guide to Outsourcing Engineering Services in...
Optimizing Business Potential: A Guide to Outsourcing Engineering Services in...
 

Systems thinking - a new approach for decision making

  • 1. Systems Thinking - a new approach for decision making
  • 2. Juhana Huotarinen • Gofore Plc • Current: Advisor in Agile transformations and a Product Owner • Previously: Software developer, project manager, project director & executive committee • Twitter: @juhanaOne • Blogs: www.linkedin.com/in/juhana- huotarinen-16ab301 @JuhanaOne
  • 3. Today’s menu @JuhanaOne Menu - Theory part - Practical session
  • 4. A hot topic in the Agile world @JuhanaOne • Second principle ”Apply Systems Thinking”? • 8th principle ”Systems Thinking”? • First principle ”Adopt a systems thinking view of organizational transformation”? • Thinking tools for Software development are: “Lean, Agile, Queuing Theory and Systems Thinking”?
  • 5. Origins @JuhanaOne • Based on Systems Theory • In 1958, Harvard Business Review published “Industrial Dynamics: A Major Breakthrough for Decision Makers” • In 1990, Peter Senge popularized systems thinking in his book The Fifth Discipline • Amazon listed 572 items related to ”Systems Thinking” 5/2018
  • 6. What is a system @JuhanaOne Meadows DH (2008) Thinking in Systems. White River Junction, VT: Chelsea Green Publishing ” A system is a set of elements or parts that is coherently organized and interconnected in a pattern or structure that produces a characteristic set of behaviors, often classified as its “function” or “purpose.” A system is more than the sum of its parts. It may exhibit adaptive, dynamic, goal-seeking, self- preserving and sometime evolutionary behavior ”
  • 10. What is systems thinking @JuhanaOne https://managementhelp.org/misc/defn-systemsthinking.pdf ”Systems thinking is a way to view systems from a broad perspective that includes seeing overall structures, patterns and cycles in systems, rather than seeing only specific events in the system”
  • 12. System in action @JuhanaOne https://learnsystemsthinking.weebly.com/diagrams.html CREDIT DEBIT R EARNING BANK ACCOUNT (Paycheck) (Spending) (Interest)
  • 14. @JuhanaOne 1. Today's problems come from yesterday's solutions 2. The harder you push, the harder the system pushes back. 3. The easy way out leads back in 4. The cure can be worse than the disease. 5. Faster is slower. 6. Cause and effect are not always closely related in time and space 7. Small changes can produce big results 8. You can have your cake and eat it too -- but not all at once. 9. Dividing an elephant in half does not produce two small elephants. 10.There is no blame https://www.linkedin.com/pulse/peter-senges-11-laws-systems-thinking-ivan-luizio-magalh%C3%A3es/
  • 15. Traditional thinking vs systems thinking @JuhanaOne https://personalityhacker.com/podcast-episode-0039-systems-thinking/ The team works 30% longer –what will happen?
  • 16. Traditional thinking vs systems thinking @JuhanaOne https://personalityhacker.com/podcast-episode-0039-systems-thinking/ The team is not performing well – what is wrong?
  • 17. @JuhanaOne Why Agile frameworks lean on Systems Thinking?
  • 18. ”80% of the systems performance potential is found in the interactions among the system’s parts while 20% of the total performance of a typical system is found in the parts themselves” - Richard Koch @JuhanaOne https://www.amazon.com/80-20-Principle-Secret-Achieving/dp/0385491743
  • 19. ”96% of organization performance is a function of the organization’s structure. Only about 4% of an organization’s performance is attributable to the people - W. Edwards Deming ” @JuhanaOne
  • 20. 60/30/10 Rule The team’s structure The way you launch the team The quality and level of team coaching A Theory of Team Coaching Author(s): J. Richard Hackman and Ruth Wageman
  • 21. 60/30/10 Rule 60 The team’s structure 30 The way you launch the team 10 The quality and level of team coaching A Theory of Team Coaching Author(s): J. Richard Hackman and Ruth Wageman
  • 22. @JuhanaOne Behaviour over time diagrams Root cause analysis Cause-and-effect diagrams System archetypes Causal loop diagrams https://thesystemsthinker.com/wp-content/uploads/2016/03/Systems-Thinking-Tools-TRST01E.pdf
  • 23. When to apply? • To gain understanding of a complex situation • To gain sufficient understanding to make predictions of future system behaviour • To solve a problem • To create a new system @JuhanaOne https://www.burgehugheswalsh.co.uk/Uploaded/1/Docume nts/What-is-Systems-Thinking.pdf
  • 24. @JuhanaOne ”The point is not merely to understand the world, but to change it” - Karl Marx
  • 25. @JuhanaOne ”The point is to understand the world, and then change it”
  • 27. Causal loop diagrams • Designed to visualise the ongoing dynamic interaction between elements in a system • Consist of variables connected by causal links with polarities and delays • Together, these create feedback loops @JuhanaOne
  • 28. Goals • People, organisations, departments, and systems have goals • Goals often generate pressure for people to react (or act), with the intent of achieving the goal @JuhanaOne 20% more social media interactions To get 200 website referrals and 25 leads from LinkedIn To make 5 referral sales totalling 500,000 e Increased website visits and leads
  • 29. Variables • The key elements that are closely related to the system • Are things, actions or feelings (nouns) • Can be measured • Quantities can vary over time @JuhanaOne HEALTHCARE DELIVERY Waiting list Waiting time Admission rate Patients in the hospital Hospital capacity Capacity utilization Duration of treatment Medical opinion New referrals
  • 30. Causal links • Represent a connection or a relation between the two variables • Variable must has an effect on another • Positive polarity • Two variables move in the same direction • Births  population • Negative polarity • Two variables move in the opposite direction • Deaths  population • Sometimes there is a delay in the connection @JuhanaOne
  • 31. Feedback loops • When one variable leads to a change in another variable that eventually leads to a change in the original variable • Positive feedback loop • Changes reinforces the initial change • Rapid growth or collapse • Bank account and interest earned • Negative feedback loop • Changes balances the initial change • The harder the push, the harder the system pushes back • Goal-seeking • Body temperature and sweating @JuhanaOne https://systemsandus.com/2012/08/15/learn-to-read-clds/ + + +
  • 32. Before we start • Use nouns (as elements) • Correlation vs causal • If there are too many variables, try to bundle them • If a link between two variables is not clear, modify variables or add an intermediate variable • Long-term and short-term consequences almost always differs • Keep the model as simple as possible @JuhanaOne https://thesystemsthinker.com/guidelines-for-drawing-causal-loop-diagrams-2/
  • 33. Exercise 1. Your software project has reached the halfway milestone 2. A new program lead just started last week 3. He has lot of new ideas 4. New ideas are attached on the wall 5. The group will select one idea ( 3-4 members in one group) 6. The group design a causal loop diagram  Goal is to understand consequences with help of System Thinking @JuhanaOne
  • 34. • Decision: team members work in multiple projects at the same time (shared recourse) • Decision: Story points are used as performance metric • Decision: a specialized testing team is created • Decision: Retrospectives are skipped because of the tight schedule • Decision: The Project is late. More team members are added to the project • Decision: Critical bugs are not fixed right away, instead bugs added to the backlog @JuhanaOne

Notas del editor

  1. Our mission is to change the world for the better THROUGH DIGITALISATION BY RENEWING WAYS OF WORKING VAlues 1. Gofore is a great workplace. 2. Gofore thrives on customer success.
  2. Remind house rules
  3. Scrum pattern is how to solve real world problems in a specific problems. Has worked 3 times
  4. Systems theory is a thoery about the nature of complex systems in nature, society, and science, and is a framework by which one can investigate and/or describe any group of objects that work together to produce some result
  5. Elements: descripises the characteristics of the system Interconnections: relationships among the elements and determine how elements will interact Purpose: descripes the goal of the system Collectiion is also composed of number of parts not interconnection or purpose
  6. Finland is one of the country with no european champinship or world cup (andorra, san marino) appearances Soccer game is a system What are the elements What are the interconnections What is the purpose
  7. definition seeing the whole
  8. The basics: A stock is a noun, it can be measured at any given time and represents a quantity of something. An inflow and outflow are verbs and are measured over the course of time. Feedback is information about the stock and how the variables affect one another.
  9. The bank account is the stock and always has a volume of cash, whether that is $3,109, $0, or $-52.  The bank account will increase or decrease in size based on the amount of money going in (paychecks) or out (spending).  The interest gained on the account will add to the size of the stock and is the feedback loop in this example.
  10. impact is higher
  11. Practises 1. Today's problems come from yesterday's solutions. Too often our solutions strike back to create new problems. 2. The harder you push, the harder the system pushes back. 3. The easy way out leads back in. Give a small boy a hammer. Leaders often have a few quick fixes in their "quiver" of solutions that have brought quick and easy success in the past. If the solution were easy then it should have already been found. 4. The cure can be worse than the disease. giving a man a fish and teaching him how to fish. Wrong asumpsions. Better not to do anything 5. Faster is slower. Thinking fast and slow - "System 1" is fast, instinctive and emotional; "System 2" is slower, more deliberative, and more logical.  6. Cause and effect are not always closely related in time and space. We are good at finding causes, even if they are just symptoms unrelated to root causes. 7. Small changes can produce big results -- but the areas of highest leverage are often the least obvious. The most grand and splashy solutions -- like changing organization policy, vision, branding or tagline -- seldom work for transforming change. Small, ordinary but consistent and repetitive changes can make a huge difference. kaizen 9. You can have your cake and eat it too -- but not all at once. Rigid "either-or" choices are not uncommon. Black and white. Remember that this is not a dilemma if we change our perspective or the "rules" of the system. 10. Dividing an elephant in half does not produce two small elephants. trying to analyze the parts independently is possibly the worst solution. 11. There is no blame. In a complex adaptive system there is no separate “other”. Everything and everyone is connected and together we co-create the whole system.
  12. Everything can explainded in simple events. One direction. Systems thinking: feedback loops. Root causes are not individual nodes. Emerging from feedback loops Health, stress, motivation, productivity,
  13. What is wrong with the team? What is wrong with the stucture, context, culture etc.
  14. Author of The 80/20 Principle
  15. Father of quality evolution, Total Quality Management based on his ideas
  16. biggest impact team performace define the Vision, Product Backlog, team agreements (both inward and outward), how Team handles the conflicts, clarify the process, coordination techniques, roles&responsibilities, 
  17. Team perfromance define the Vision, Product Backlog, team agreements (both inward and outward), how Team handles the conflicts, clarify the process, coordination techniques, roles&responsibilities, 
  18. Behaviour over time diagram Patterns of Behavior Root cause analysis – 5 times why Cause-and-effect diagram –fishbone diagram System archetypes are "classic system stories," "generic structures," and "templates.” consista 2 or more loops
  19. Systems thinking offers the means to understand; lean, the practice to change.
  20. Systems thinking offers the means to understand; lean, the practice to change.
  21. Sales and marketing goals
  22. If the system is healcare delivery
  23. We are not creating correlation loop diagram by getting rid of “positive” or “negative” qualifiers (e.g. “good,” “bad,” etc.) and stripping away action words (verbs).