Subject: Emprical research about how to teach/learn systems thinking skills

Posted by Joe Rimback on 3/1/2007
In Reply To:Emprical research about how to teach/learn systems thinking skills Posted by Patrick Kunz on 2/23/2007

Message:

The discussion still seems to be about what is core or, perhaps, of greatest value as it was a year or two ago. Given that social organizations of all types are complex and that complexity can rarely be processed mentally with sufficient accuracy to make successful decisions, - then simulation becomes the essential ingredient. No one is saying that:



Personal Mastery should not be pursued

Mental Models do not have to be elicited

Shared Vision should not be seriously sought after

Team Learning does not have to be . . . well, learned

Thinking does not have to be systemic



But were it not for the evolution of feedback and control theory into what is now System Dynamics, those Disciplines would be at risk of going the way of Excellence, BPR and TQM. It is interesting to note that this was an early concern of Dr. Senge as expressed in The Fifth Discipline Introduction.



To be fair, because the five Disciplines are tightly coupled with 'systems', Systems Thinking is hugely more important than all the prior, well-known management fads put together. But it still does not provide testability, the level of clarity, or the level of assurance that all (or nearly all) the bases are simultaneously covered - as does the time-compressing, approximation of reality provided by a good simulation.



The elements of ST, as I understand them, are useful for developing more truthful models and simulations. Their value is not in question but they are a means to an end. The record is that:



Most solutions and responses are mentally sourced

Many are bounced off the walls in team meetings

A few get loosely expressed in cause-and-effect or causal-loop diagrams

Very few get modeled and quantitatively simulated

But all get played out in reality



The results that we so frequently see from this biased mix strongly suggest that more of the next best thing to reality is sorely needed.



If you missed it when it was published, "Serious Play" by Michael Schrage is an excellent commendation of prototypes, models and simulation. His emphasis is primarily 'rapid' prototyping, but much of the value of prototypes, models and simulations as expressed so well by Schrage applies to SD. The importance of a healthy prototyping/modeling culture is also emphasized. I recommend the book.



Joe Rimback

Enterprise Design, Inc

Gaithersburg, MD