Systems Thinking: A Series by Andy Lipok
The purpose of the series of articles you are about the read is primarily to enable you to investigate and indeed apply new or different approaches to how we make our work, work better for staff and customers, and thus to return the essentials of our humanity into all our organisations.
The place to start, when managing change, is to understand the ‘what and why’ of current performance as a system. We call this ‘starting at ‘check’. When you know the ‘what and why’ of performance as a system, you can see two things – what is possible and what is stopping you from achieving it. The three steps in managing change are Check – Plan – Do.
- What is the purpose of this system?
- What are its core processes?
- Capability – what are the system and its processes predictably achieving?
- System conditions – why does the process or system behave in this way?
- What needs changing to improve performance?
- What action could be taken with what predictable consequences?
- Against what measures should action be taken (to ensure the organisation learns)?
- Take the planned action and monitor the consequences versus prediction and purpose.
And then go back to check, working through the cycle of continuous improvement, what Deming and others referred to as aiming for perfection!
Six articles to introduce Systems Thinking:
Why I got into Systems Thinking in the first place