System lens russell ackoff cliffnotes professional#

System lens russell ackoff cliffnotes professional#

Involving stakeholders in learning-based adaptive management – “so what?” and “what now?” discussions.Ĭo-design approaches like these bring professional experience alongside lived experience to understand more and learn, together. Needs to engage stakeholders around aims, assumptions and implications – and collectively identify constructive leverage points. This needs to include inquiring into how the different stakeholders involved experience things. Understanding the issue and the wider context in which it is sited.

For example key functions in a typical adaptive management/policy setting process may include: However, multiple stakeholder groups can be involved in a systemic design process – which is outcome focused, and can be seen to cover a number of different phases. Systems thinking can just be used to help understand or analyse a situation. You can start with this LfS post – An introduction to systems thinking and systemic design – concepts and tools – that provides a framework for thinking about systems thinking in the context of a decision making cycle. It builds on design and systems competencies and related tools – form and process reasoning, social and generative research methods, and sketching and visualization practices – to describe, map, propose and reconfigure complex services and systems. By integrating systems thinking (and its methods) with design thinking, systemic design brings social-centered design to complex, multi-stakeholder service systems. co-design) differs from more traditional service or experience design in terms of scale, social complexity and integration – it is concerned with higher order social systems that that entail multiple subsystems. Processes need to be flexible to deal with an emergent learning process that may run for months – or longer, while still providing an indication of desired and feasible sequential outcomes as a guide for those tasked with managing it. Systemic design: Integrating the mindsets and toolsets of systems thinking and design thinking to encourage innovative systems change Collaborative and multi-stakeholder processes take time, and designing them differs from that involved in a single meeting or workshop.

Scenarios and visioning – as strategic thinking.

Guides to help initiate and manage multi-stakeholder processes.

Behaviour change – guides to approaches and theories.

Managing adaptation in a changing world.

Adaptive management – “learning by doing”.

It is also important to involving the right people in the co-design of interventions that recognise when to use synergistic links across both individual and wider practice change initiatives. However, to achieve change policy makers and others need to be aware of the characteristics of complex social systems, and what these mean for the design of constructive interventions. The basic principles underpinning successful change are universal and there are a wide range of guides developed in many different contexts that can help us.