Understanding the Whole System, Not Just a Part

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Are your solutions to recurring issues having only minor improvements? Are some of these solutions actually making things worse in the long run? When answering yes to these, typically, we are trying to solve the issues with too narrow a view. Oddly we think we are addressing it at sufficient level but usually not. In order to see the entire picture we need a common language that will enable us to understand an entire complex adaptive system (e.g. organizations, teams, individuals). Join us as we learn a language called System Modeling. With this language we will be able to have rich dialogue to gain a full understanding of the entire complex adaptive system so that we can create solutions at the fundamental level and not the symptomatic level. Addressing system issues at the fundamental level will significantly improve the system. Symptomatic solutions may give the appearance of improvement in the short term but typically make things worse in the long run. Unfortunately we usually pick the symptomatic solutions because they seem obvious and we don't realize the long term impacts because of feedback delays that could take weeks, months or even years to realize.

Business

Understanding the
Whole System …
Not Just a Part
by Brian Sjoberg (@onek2go)
brian.sjoberg@excella.com

@ExcellaCo @onek2go2
Information
Systems Electronic
Systems
Geospatial
Systems
Mission
Systems
Agenda
Introductions
Local Thinking
How Come?
Systems Thinking
Wrap Up
DoneDoing

@ExcellaCo @onek2go
• Agile/Lean
Coach at Excella
• Co-Create
Learning
Organizations
• DC Scrum User
Group
Introductions
3

@ExcellaCo @onek2go
• I am my position
• The enemy is out there
• Illusion of taking charge
• Fixation of events
• Parable of the boiled frog
• Delusion of learning from experience
• Myth of the management team
Downsides

@ExcellaCo @onek2go
• Understand the entire complex adaptive
system
• Identify major levers in the system
• Examples
– Organizations
– Teams
– Individuals
– Earth
Systems Thinking

@ExcellaCo @onek2go
• See system dynamics
• See mental models
• See root causes
• See local optimizations
Systems Thinking

@ExcellaCo @onek2go
• Common language to describe a system
and it’s dominant influences and
interactions
• Dialogue and shared understanding are
greatest benefit
System Modeling

@ExcellaCo @onek2go
• Variables
• Causal Links
System Model Elements
Current
Water
Temperature
Temperature
Gap
Shower Tap
Setting
Current
Water
Temperature
Shower Tap
Setting
Temperature
Gap

@ExcellaCo @onek2go
• Opposing Causal Links
System Model Elements

@ExcellaCo @onek2go
First Element(s)
Feature
Velocity
# of
Defects

© Scaling Lean & Agile Development – Larman, Vodde

@ExcellaCo @onek2go
New Element(s)
# of
Developers

@ExcellaCo @onek2go
• Constraints
System Model Elements
Maximum
Temperature
Current
Water
Temperature
Temperature
Gap
Shower Tap
Setting

@ExcellaCo @onek2go
New Element(s)
Cash
Supply

@ExcellaCo @onek2go
Maximum
Temperature
• Goals
System Model Elements
Goal:
Desired Water
Temperature
Current
Water
Temperature
Temperature
Gap
Shower Tap
Setting

@ExcellaCo @onek2go
New Element(s)
Pressure to Try
Actions For Higher
Feature Velocity
Goal:
Higher Feature
Velocity

@ExcellaCo @onek2go
New Element(s)
Pressure to
“Game the
Numbers”
Goal:
Get Rewards
Value of
Reward
Degree of Measurement
Dysfunction (Not Seeing
What is Really Happening
Ability to Guide
& Improve the
System

@ExcellaCo @onek2go
New Element(s)
Amount & Quality
of Go See Behavior
by Management

@ExcellaCo @onek2go
• Quick Fix
System Model Elements
QF

@ExcellaCo @onek2go
New Element(s)
Hire
Rate

@ExcellaCo @onek2go
• Interaction Effects
System Model Elements

@ExcellaCo @onek2go
New Element(s)
Hire Rate
Common
Hire Rate
Very Cheap

@ExcellaCo @onek2go
• Causal Link
• Extreme Effect Causal Link
System Model Elements

@ExcellaCo @onek2go
New Element(s)
# of Low-Skill
Developers

@ExcellaCo @onek2go
Maximum
Temperature
• Delays
System Model Elements
Goal:
Desired Water
Temperature
Current
Water
Temperature
Temperature
Gap
Shower Tap
Setting

@ExcellaCo @onek2go
New Element(s)
Code/Design
Quality

@ExcellaCo @onek2go
New Element(s)
# of, & Ability to
Attract & Retain,
Great Developers
Who Can Mentor
Ability to Improve
by Looking at
Great Code
Ability to
Improve by
Mentoring

@ExcellaCo @onek2go
• Reinforcing Feedback Loops
System Model Elements

@ExcellaCo @onek2go
• Scaling Lean & Agile Development by Craig
Larman and Bas Vodde
• The Fifth Discipline: The Art & Practice of
Learning Organizations by Peter Senge
• The Fifth Discipline Fieldbook
Credit

@ExcellaCo @onek2go
• Reduce local thinking
• Dialogue is most important
• Gather around board with diverse
perspectives
• Systems thinking will identify major levers
in the system
• Practice, practice, practice
Wrap Up

@ExcellaCo @onek2go
Brian Sjoberg
brian.sjoberg@excella.com
301-404-0765
Contact Info

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Understanding the Whole System, Not Just a Part

1. Understanding the Whole System … Not Just a Part by Brian Sjoberg (@onek2go) brian.sjoberg@excella.com

2. @ExcellaCo @onek2go2 Information Systems Electronic Systems Geospatial Systems Mission Systems Agenda Introductions Local Thinking How Come? Systems Thinking Wrap Up DoneDoing

3. @ExcellaCo @onek2go • Agile/Lean Coach at Excella • Co-Create Learning Organizations • DC Scrum User Group Introductions 3

4. @ExcellaCo @onek2go

5. @ExcellaCo @onek2go

6. @ExcellaCo @onek2go

7. Local Thinking

10. How Come?

11.

12.

13.

14.

15.

16.

17.

18. @ExcellaCo @onek2go • I am my position • The enemy is out there • Illusion of taking charge • Fixation of events • Parable of the boiled frog • Delusion of learning from experience • Myth of the management team Downsides

19. System Thinking

20. @ExcellaCo @onek2go • Understand the entire complex adaptive system • Identify major levers in the system • Examples – Organizations – Teams – Individuals – Earth Systems Thinking

21. @ExcellaCo @onek2go • See system dynamics • See mental models • See root causes • See local optimizations Systems Thinking

25. @ExcellaCo @onek2go • Common language to describe a system and it’s dominant influences and interactions • Dialogue and shared understanding are greatest benefit System Modeling

26. @ExcellaCo @onek2go • Variables • Causal Links System Model Elements Current Water Temperature Temperature Gap Shower Tap Setting Current Water Temperature Shower Tap Setting Temperature Gap

27. @ExcellaCo @onek2go • Opposing Causal Links System Model Elements

28. @ExcellaCo @onek2go First Element(s) Feature Velocity # of Defects

30. @ExcellaCo @onek2go New Element(s) # of Developers

32. @ExcellaCo @onek2go • Constraints System Model Elements Maximum Temperature Current Water Temperature Temperature Gap Shower Tap Setting

33. @ExcellaCo @onek2go New Element(s) Cash Supply

35. @ExcellaCo @onek2go Maximum Temperature • Goals System Model Elements Goal: Desired Water Temperature Current Water Temperature Temperature Gap Shower Tap Setting

36. @ExcellaCo @onek2go New Element(s) Pressure to Try Actions For Higher Feature Velocity Goal: Higher Feature Velocity

38. @ExcellaCo @onek2go New Element(s) Pressure to “Game the Numbers” Goal: Get Rewards Value of Reward Degree of Measurement Dysfunction (Not Seeing What is Really Happening Ability to Guide & Improve the System

40. @ExcellaCo @onek2go New Element(s) Amount & Quality of Go See Behavior by Management

42. @ExcellaCo @onek2go • Quick Fix System Model Elements QF

43. @ExcellaCo @onek2go New Element(s) Hire Rate

45. @ExcellaCo @onek2go • Interaction Effects System Model Elements

46. @ExcellaCo @onek2go New Element(s) Hire Rate Common Hire Rate Very Cheap

48. @ExcellaCo @onek2go • Causal Link • Extreme Effect Causal Link System Model Elements

49. @ExcellaCo @onek2go New Element(s) # of Low-Skill Developers

51. @ExcellaCo @onek2go Maximum Temperature • Delays System Model Elements Goal: Desired Water Temperature Current Water Temperature Temperature Gap Shower Tap Setting

52. @ExcellaCo @onek2go New Element(s) Code/Design Quality

54. @ExcellaCo @onek2go New Element(s) # of, & Ability to Attract & Retain, Great Developers Who Can Mentor Ability to Improve by Looking at Great Code Ability to Improve by Mentoring

56. @ExcellaCo @onek2go • Reinforcing Feedback Loops System Model Elements

63. Wrap Up

64. @ExcellaCo @onek2go • Scaling Lean & Agile Development by Craig Larman and Bas Vodde • The Fifth Discipline: The Art & Practice of Learning Organizations by Peter Senge • The Fifth Discipline Fieldbook Credit

65. @ExcellaCo @onek2go Additional Material

66. @ExcellaCo @onek2go • Reduce local thinking • Dialogue is most important • Gather around board with diverse perspectives • Systems thinking will identify major levers in the system • Practice, practice, practice Wrap Up

67. @ExcellaCo @onek2go Brian Sjoberg brian.sjoberg@excella.com 301-404-0765 Contact Info

Understanding the Whole System, Not Just a Part

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