Leveraging systems thinking for strategic clarity
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Transcript of Leveraging systems thinking for strategic clarity
INTASE Leadership Conference Singapore 2014 Chris Jansen – University of Canterbury, New Zealand
www.leadershiplab.co.nz www.ideacreation.org
Leveraging system thinking for strategic clarity
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Chris Jansen
Systems Thinking…
….is a way of making
sense of a complex system
…is the ability to see the world as relationships and connections
...allows us to influence a complex system
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“Where the world is dynamic, evolving and interconnected, we
tend to make decisions using mental models that are
static, narrow, and reductionist.”
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Seeing connections instead of parts…
“You can never understand anything
by analysing it.”
“We have to understand the whole before
we can understand the parts - what
matters is their interaction.”
Russell Ackoff
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Student behaviour
issuesQuality of alternative
programmes
S
O
Programme appeal to
other students
S
B
R
“Causal loop diagrams provide a framework for seeing interrelationships rather than events, for seeing
patterns of change rather than snapshots”
Senge
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# students enrolled
reputation
student satisfaction
resources (physical,
people)
revenue
S S
S
S
S
resources for
research
staff research
activity
UC research
profile
TEC funding S
S
S
S
efts cap
economy
marketing
financial targets
management
strategies
imposed performance
standards
staff involvement in
decision making
motivation and
commitment
resistance
collaboration/
engagementteam spirit/ morale
sick leave, stress
leave, staff turnover
S
S
O
SO
O
S
S
O
O
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Causal loopdiagram for
University ofCanterbury
R1 Growth
R2 Growth R3
Performance
B1 Resistance
B2 Health
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The Iceberg Model Four levels of thinking
Events
Patterns
Systemic structure
Mental models
Maani 2010
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What influences youth wellbeing in CHCH?
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The Iceberg Model Four levels of thinking
Events
Patterns
Systemic structure
Mental models
Maani 2010
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System thinking tools – affinity process
1) Clarify the question
2) Determine influence factors
3) Map connections
4) Identify leverage
5) Act with clarity
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What are the indicators of a successful
school in Singapore?
What are the factors that contribute to this?
• What influences that?
• What influences that?
• What influences that?
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SUCCESSFUL
SCHOOL
Holistic
Achievement
Student –
student
relationships
Professional
development
Staff – staff
relationships
Staff – student
relationships
Effective
leadership
Staff culture
Resources and
infrastructure
Powerful
teaching and
learning
Student
engagement
Community
engagement
Communication
Decision
making
processes
Credibility
$$$$$$
Marketing and
image
Data on results
Staff
engagement
Systems that
work
Students
enrolling Mentoring and
pastoral
support Vision and
values
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Annual Goals 2012
1. Advancing student achievement through effective use of data
2. Continue implementation of school curriculum document
3. Consolidating a positive school wide culture for learning
4. Enhance presence in and engagement with community
5. Sustained improvement in school wide leadership, systems and processes
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What factors promote positive student behaviour?
Questions focussed on parts of organisations…
What factors effect powerful professional learning in schools?
What processes build effective collaborations with communities?
How could embracing technology impact achievement?
System thinking tools – affinity process
1) Clarify the question
2) Determine influence factors
3) Map connections
4) Identify leverage
5) Act with clarity
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“Clarify the question”….. What question would be useful for your organisation to explore…..
• How can we maximise our collective performance in rebuilding CHCH horizontal
infrastructure?
• How can we support the resilience and well being of people in CHCH?
• How can we re-configure a merged school?
• How can we meet growing need in an environment of reducing funds?
• How can we achieve cultural transformation?
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Keeping in contact….
www.ideacreation.org
www.leadershiplab.co.nz
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