LimeJam Blog

The discipline of systems thinking evolved from the field of systems dynamics and is both a set of tools and a new way of thinking involving new language. In systems thinking, we look at the whole system rather than trying to break it down into its individual parts; that is, we become expansive in our thinking rather than reductive. By looking at the whole, we are more capable of seeing interrelationships and patterns over time. We also begin to understand that the presenting problem may be symptomatic of deeper issues within the system, and so we start looking for the root causes. In doing so, we move away from assigning blame and focus on the desired outcomes.

Systems thinking is proactive and circular in nature, as opposed to linear thinking, which tends to be reactive. There are three key concepts of systems thinking: reinforcing feedback, balancing feedback, and delays. Reinforcing or amplifying feedback loops are what fuel growth or create decline in systems. They either spiral up or down, although they rarely occur in isolation. There are limits both to growth and decline. A simple example of a reinforcing loop is how an organization’s productivity can influence growth which, in turn, influences financial rewards which comes full circle to influence productivity. This loop can move in either a positive direction or a negative direction but ultimately stops at an outer limit.

Balancing or stabilizing feedback loops are those that attempt to maintain equilibrium. These systems are goal oriented and will do whatever is necessary to reach or maintain that goal. The previous example of driving a car is a balancing loop because the goal is to reach the desired destination. The driver will do what it takes to reach that destination in a safe and efficient manner. In organizations we are bumping up against a balancing loop when our attempts to make change only bring us back to where we started. We are encountering resistance to change because the existing system is attempting to maintain a particular goal. That goal, however, may not be obvious; we may find we need to uncover the mental models that are keeping that system in place before we have any hope of changing it.

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To see more on systems thinking from LimeJam, please refer to systemic innovation seminars {in russian}: systemic innovation, sustainable development