What is a system?

Systems Design and Business Dynamics Course Overview

Starting Point: What is a system? Focus: Why dynamics? Thinking and Analysis: What is the nature of a structural hypothesis?

End Point: Why design?

Systems Design and Business Dynamics: Why should you be here? 

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You will gain a basic understanding and working knowledge of systems thinking fundamentals: performance patterns thinking, causal loop diagramming, archetype stories and stock-flow mapping. You will gain an appreciation and insight into putting systems thinking into personal and organizational action to pinpointing leverage points and design improved system performance. Bottom line: You will be better prepared to contribute to your future organization’s ability to see into complexity and offer 

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meaningful facilitation and conversational skills to help others understand systems structure effective systems redesign policies

Few MBAs have this elective content available

Systems Design and Business Dynamics: Studying Complex Problems Closed-loop thinking: feedback loops (Classes 1-3)  Two Basic Feedback Loops  Causal Loop Diagram  Systems Archetypes Operational Thinking; stocks & flows mapping (Classes 4-7)  How does the system really work?  System as Cause & Examining decision policies  ”ithink” software: mapping and simulation Systems Design Applications Analyses and Simulations (Cls 3-15)  Practice analysis and design skills involving dynamic behavior, why it

occurs, and how we can find high leverage changes and new systems designs to understand and improve       

Business growth dynamics management Improvement management Consulting practice dynamics Managing out of addiction Turnaround Strategy Design and Implementation Performance metrics design Natural resources sustainability

Systems Design and Business Dynamics:

Announcements ithink software:

See Course Description Web Site & isee systems memo Use DISCOUNT CODE UVA2011   

Need ithink 9.1.4 for preparations of Class #3 October 21 A good deal; required for the course and very useful elsewhere Please have on your laptop ithink download ready by Thursday, Class #2 (10/20/11); we will briefly examine the software.

GBUS8430 web site and course folder  Will be used to deliver some course materials (In-class assignments and software models)

Systems Design and Business Dynamics: Running Rules for the Sessions   

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Be here for all sessions and workshops Sit in same seats or near same seats; sign in each day Minimize disruptions  cell phones off,  leaving the room, arriving after class starts  using laptop for non-SD & BD learning activities Absences—prior notification, if possible; know the grade consequences of absences Mutual professional respect (students, faculty, guests)

Systems Design and Business Dynamics: Course Grading Class Contribution: 50% of grade  Attendance: no more than 2 un-excused in our 15 sessions; otherwise Low Performance (max grade) in class participation.  Daily: we will record attendance and observe contributions  An announced individual assignment (s) relative to class preparations Course Comprehensive Assignment: 50% of grade  Four (tbd-confirmed) person group; systems thinking assignment; calling upon the major frameworks, thinking skills and tools of the course  Group Formation Process---look for an email on Friday 10/21/11

Systems Design and Business Dynamics Planning Ahead Requests Individual and Group Deliverables for Several Class Workshops and the Course Project 

Required, Individual Turn–in Assignment: Nov 3

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100% Attendance Required on Nov 3; see me if a problem

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Group preparations prior to Nov 9

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Required, Individual Turn–in Assignment: December 6

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100% Attendance Required on Dec 6 and 7; see me if a problem

Systems Thinking Perspective - A Shift of Mind  Dynamic thinking: Seeing time-based patterns of change rather than snap-shots/events.  Closed loop thinking: looking for circles of causality rather than linear cause-effect chains to develop and communicate a mental model of causality structure (a feedback structure)  System as Cause thinking: What is generating the performance pattern? (boundary of causes)  Operational thinking: How does the system really work? Uses stock-flow maps to operationalize (make explicit) one’s mental model and highlight information flows, delays and decision policies.