systems thinking and design thinking

Our habit (in the West, at least) has for a long time been take any complex system (like a business), separate it out into its component parts and then try to manage each part as well as possible. Parts could here refer to different departments or work processes or products or individuals. If that's done, the theory goes, the system as a whole will behave well. The problem is that it's perfectly possible to improve the performance of one part (even many parts) and yet disable or destroy the system as a whole at the same time. Obvious examples would be two often cited by Russ Ackoff: the benefits of DDT in controlling malaria and yellow fever and of Thalidomide in treating anxiety and insomnia.

By contrast, Systems Thinking looks at relationships (rather than unrelated objects), connectedness, process (rather than structure), the whole (rather than just its parts), the patterns (rather than the contents) of a system, and context. Thinking systemically also requires several shifts in perception, which lead in turn to different ways to teach, and different ways to organize society.

That definition assumes a definition of a system something like this one (from Bill Bellows):

"A system is set or pattern of relationships that work together in some fashion. Systems can accomplish things that would be impossible if the same elements were put into random relationships, or no relationships at all...

Although we may sometimes take it for granted, we get enormous value from systems every day. We benefit continually from various smart puttings-together of resources that provide us with food, transportation, education, goods and services..."

Design Thinking uses the definitions and assumptions of Systems Thinking and focuses on applying them to innovative processes for problem-solving and decision-making.

Follow the links below to Triarchy publications in this field.

Articles and Idioticon entries are available for you to read online, free of charge:

Books

Ackoff's F/laws: The Cake
(2011, 156 pages)

This second collection contains a further 40 of Ackoff's f-Laws and an introduction to Ackoff’s view of Systems Thinking for managers and other interested newcomers to his work.

Published in 2010, Systems Thinking for Curious Managers is available in print, on Kindle and as an ebook.

The Decision Loom by Vincent Barabba The Decision Loom
(2011, 292 pages)

Vincent Barabba's guide for any organization that needs a better decision-making system. Drawing on the author's long experience in American public life, it describes a Systems Thinking approach called the Decision Loom, sets out the capabilities required to make it work, and sketches an 'idealized design' for creating a Decision Loom in any organization.

Systems Thinking for Messy Situations Managers as Designers in the Public Services: Beyond Technomagic
(2011, 220 pages)

David Wastell's revealing explanation of why the public sector keeps turning to large-scale IT 'solutions' - and keeps being disappointed. He uses detailed case studies to present a workable way for public sector managers to design their way out of problems rather than imposing monolithic solutions. This is a book about Systems Thinking and Design Thinking in practice.

Growing Wings On The Way: Systems Thinking for Messy Situations
(2011, 338 pages)

A practical guide to using some of Systems Thinking's most helpful skills and techniques, including Rich Pictures, Systems Maps and Diagrams and the Understandascope.

Systems Thinking in the Public Sector
(2008, 224 pages)

John Seddon's bestselling demolition of the culture of targets, 'deliverology' and back office economies of scale that have paralysed sector management in the UK for years.

Delivering Public Services That Work: Systems Thinking in the Public Sector: Case Studies
(2010, 132 pages)

Six detailed Case Studies (from Housing, Transport, HR, etc.) which convincingly demonstrate that John Seddon's recipe (above) actually works and delivers the results he promised.

Management f-Laws: How organisations really work
(2007, 180 pages)

Russ Ackoff's famous collection of 81 witty and subversive insights into the world of business and management. Each one is answered by writer and management expert Sally Bibb - a contrasting view from a younger, female, British thinker.

System Thinking for Curious Managers Systems Thinking for Curious Managers: With 40 new Management f-LAWS
(2010, 96 pages)

This book offers an insightful, extended introduction to Systems Thinking as developed by Russ Ackoff, plus another 40 of his famous f-Laws.

Memories by Russ Ackoff Memories
(2010, 120 pages)

The nearest Russ Ackoff got to writing an autobiography - but his stories (ranging from fireside chats with the Queen of Iran to the introduction of theme parks to the USA) are all used to deliver a succession of principles and aphorisms that he had developed during the course of his life.

Differences that make a Difference: An annotated glossary of distinctions important in management
(2010, 144 pages)

Russ Ackoff's explanation of how some of the apparently insignificant misinterpretations of language and meaning he observed during his long years of research can, in practice, have far-reaching consequences.

The Search for Leadership: An Organisational Perspective
(2009, 324 pages)

Offers a Systems Thinking approach to leadership that asks us to look beyond individuals, managers, leaders and management training programmes and to focus on the broader organisational context.

Systemic Leadership Toolkit
(2009, 152 pages)

Designed to accompany The Search for Leadership and includes nine self-assessment questionnaires with detailed implementation advice and guidance.

The Innovation Acid Test: Growth Through Design and Differentiation
(2008, 196 pages)

A guide to Design Thinking and its application in six different world-class organisations. The author, Andrew Jones, focuses on the 'human-centred' approach these organisations use - one that is based on a new model of architecture, design and anthropology.