SYSTEMS
THINKING
The Fifth Discipline of
Learning Organizations
GRAPES
BSSE51F21R005 Alishba Noor
BSSE51F21R022 Noor Fatima
BSSE51F21R029 Aysha Anjum
BSSE51F21R015 Muhammad Usman
BSSE51F21R034 Muhammad Noman
BSSE51F21R011 Aqib Javed
CONTENT
01 Introduction to Systems Thinking?
02 Six Concepts of System Thinking
03 The Iceberg Model/Tool
04System Archetypes in Recognizing Behavioral Patterns
05 Challenges and Benefits of Adopting Systems
Thinking
06 Case Study: A Real-World Application of
Systems Thinking
INTRODUCTION
TO SYSTEMS
THINKING
Understanding Complex
Interactions in Organizational
Behavior
"THE WHOLE IS
GREATER THAN THE
SUM OF ITS PARTS." –
ARISTOTLE
What is Systems
SystemsThinking?
thinking is a framework for
understanding the interconnections and
interdependencies between various parts of a
system.
It involves:
• A discipline for seeing wholes.
• Seeing structures that underlie complex
situations.
• Seeing interrelationships rather than linear
cause and effect chains.
• Seeing processes of change rather than
SYSTEM AND ITS
COMPONENTS
Systems theorist Donella Meadows defines a system as an
interconnected set of elements that is coherently organized to
achieve a purpose.
Inputs are the resources,
information, or materials that
enter the system for Input
processing.
The process refers to the activities,
actions, or transformations that
Process take place within the system to
convert inputs into outputs.
Outputs are the results,
products, or outcomes
generated by the system after Output
processing the inputs.
Feedback is the process of
monitoring the outputs and
Feedback feeding this information back
into the system to adjust the
inputs or processes if needed.
TRADITIONAL
VS
SYSTEMS THINKING
TRADITIONAL SYSTEMS THINKING
THINKING
Focuses on individual Focuses on
components, addressing relationships between
issues in isolation (e.g., components, viewing
treating symptoms rather the organization as a
than root causes). dynamic system.
IMPORTANCE OF SYSTEMS
THINKING IN
ORGANIZATIONAL
BEHAVIOR
Holistic Approach
Helps to understand the broader context of decision-making and
actions within organizations.
Six Blind Men
and the Elephant
IMPORTANCE OF SYSTEMS
THINKING IN
ORGANIZATIONAL
BEHAVIOR
Improved Problem
Solving
Recognizes that issues in one part of the organization may
stem from or affect other parts.
Encourages Collaboration
Promotes interdisciplinary teamwork by acknowledging the
interdependence of various units in an organization.
Continuous
Learning
Systems thinking allows organizations to adapt to change and
evolve over time.
TOOLS OF
SYSTEM
THINKING
Practical Techniques for
Understanding Complex Systems
6 Concepts of Systems
Thinking
Although systems thinking may be considered a
talent, there is a lot of supportive theory and a
stack of tools to use when applying it. Leyla
Acaroglu, a systems-thinking educator, points out
six key elements to creating a systems thinking
mindset:
Interconnectedness
In any system, all parts are connected, and
changes in one part affect other parts. Systems
thinkers view components as part of a larger,
interdependent whole.
Synthesis
Synthesis involves bringing together individual
components or ideas to see how they form a
larger whole. It is the opposite of analysis, which
breaks down systems into parts.
6 Concepts of Systems
Thinking
Emergence
Emergence refers to the phenomenon where complex
behaviors or properties arise from the interactions of
simpler elements within a system, which cannot be
predicted by examining the elements individually.
Feedback Loops
Feedback loops are cycles of inputs and outputs
within a system where the output of one process
influences the input of another. These loops help
regulate the system.
Types
1. Positive feedback amplifies changes and can
lead to growth or escalation.
2. Negative feedback stabilizes the system by
counteracting changes.
6 Concepts of Systems
Thinking
Causality
Causality in systems thinking looks beyond simple,
linear cause-and-effect relationships to identify
multiple factors that contribute to an outcome
Systems Mapping
System mapping is the practice of creating visual
representations of a system’s components and
their relationships, often using diagrams to
illustrate feedback loops, flows, and structures.
THE ICEBERG
MODEL
Uncovering Hidden Layers Beneath
the Surface of Complex Issues
Iceberg Model:
Popular Tool of
System Thinking
• Iceberg Model helps individuals and
organizations to expand their
perception of a situation.
• Urged to look at the situation in the
context of the whole system.
• Aiding an organization to shape the
mental models.
• The model is used to identify the
underlying structures that
generate perceived events and
issues.
10% 90%
Above Below
the the
surface surface
What Happened? Events
Patterns What’s Been Happening?
What’s Causing These Structure
Patterns?
What Beliefs or Values Are
Mental
Shaping This Structure
Models
This is the top, visible layer of the iceberg,
Event representing the immediate, observable
events.
s Beneath events are patterns, or trends,
Pattern which are recurrent and help us see
connections between multiple events
s over time.
Systemic structures are the rules,
Structur policies, and organizational setups that
influence the patterns we see.
e
Mental At the deepest level are mental
models, which include beliefs, values,
Models assumptions, and ingrained ways of
thinking that drive behaviors and
create structures.
ExamplWorkplace Burnout/Stress
e:
Employees are stressed,
taking sick days, and some are Events
quitting.
Burnout and absenteeism spike
Patterns each quarter.
High targets and deadlines,
understaffing, heavy workloads. Structure
Success requires constant hard work;
Mental well-being is secondary.
Models
System Archetypes in
Recognizing
Behavioral Patterns
Identifying Recurring Behavioral
Patterns for Sustainable Solutions
System
Archetype
s
• In systems thinking, System Archetypes are
recurring patterns of behavior that can be
observed in many types of systems, from
organizations to ecosystems.
• System archetypes serve as diagnostic tools,
helping us predict likely outcomes in a system
and think strategically about how to
intervene.
• By recognizing an archetype in a system, we
can address root causes instead of just
treating symptoms.
SYSTEM ARCHETYPES
FIXES THAT FAIL LIMITS THE GROWTH SHIFTING THE
BURDEN
A temporary solution (fix) to a This archetype describes a In this archetype, a problem is
problem solves the immediate situation where an initially repeatedly "solved" by quick fixes
issue but creates unintended successful effort reaches a instead of addressing the root
consequences over time, often plateau or decline due to an cause, which leads to dependency
making the problem worse. external or internal limiting factor. on temporary solutions.
SYSTEM ARCHETYPES
SUCCESS TO TRAGEDY OF
ESCALATION SUCCESSFUL COMMONS
This occurs when two parties or When resources are allocated to This archetype describes a
groups continually respond to those who are already successful, scenario where individuals use a
each other’s actions by it can lead to a reinforcing cycle shared resource to the point of
intensifying their efforts, creating where the “successful” keep depletion, as each acts in their
a cycle of escalation. growing at the expense of others. own self-interest without regard
for collective consequences.
Challenges and Benefits of
Adopting Systems Thinking
Balancing Complexity: The Pros and
Cons of Embracing Systems
Thinking
Benefits of Systems
Thinking in Organizational
Behavior
Improved Brainstorming
By understanding the underlying causes of problems
rather than just addressing symptoms, organizations can
create more effective, long-lasting solutions.
Better Decision-Making
Systems thinking enables decision-makers to take a broader
perspective, considering the potential ripple effects of their
decisions across the organization
Benefits of Systems
Thinking in Organizational
Behavior
Increased Adaptability
Organizations that apply systems thinking can more effectively
respond to changing conditions, adjusting their operations as
necessary
Innovation
By encouraging a more open, interconnected view of the
organization, systems thinking fosters a culture of innovation
and creative problem-solving.
Example: Southwest
Southwest Airlines is an excellent example of systems thinking in action. By
Airlines
understanding that customer service, employee satisfaction, and operational
efficiency are interconnected, they were able to optimize their operations and
create a culture that prioritizes customer experience.
Employee Southwest recognized that happy employees lead to better
Satisfaction customer service. They implemented programs like profit-
sharing and fostered a supportive work culture.
Operational By streamlining flight schedules and turnaround times,
Efficiency Southwest reduced costs and improved service delivery
Customer southwest’s emphasis on customer experience—such as
Centric transparent pricing and no baggage fees—helped build a
Approach loyal customer base
Financial These interconnected strategies contributed to
Success Southwest’s ability to remain profitable, even in a
highly competitive industry
Common Organizational
Challenges
Resistance to Change
People often resist change because they are accustomed
to existing processes and structures
Need for Cross-Functional Collaboration
In many organizations, departments work in silos, but
systems thinking encourages collaboration across
functions to address complex problems.
Balancing Short-Term and Long-Term Goal
Organizations often face pressure to meet short-term
objectives while still thinking strategically about long-term
sustainability.
Case Study: A Real-
World Application of
Systems Thinking
Case Study: Uncovering Deeper
Solutions with Systems Thinking
Creating a healthy business finance
The joint testimonial describes Mark, Jennifer, and Nafeessah’s personal
experiences of using systems system in UKhow businesses in the
thinking to understand
technology sector (deep and emerging) can be scaled-up.
What were they trying to do?
What did they think that system thinking approach was
right?
What did they
do?
What worked well?
What challenges did they encounter?
What were the outcomes of using system thinking in
their work?
Thank You!
We a p p r e c i a t e y o u r a t t e n t i o n .
Any Questions?
