A SYSTEM is a group of interrelated parts, which in interrelating to each other, form a complex and unified whole. They operate together for a common purpose.
It is hard for most people to hold more than four things in their mind at one time. However there are always more than four things involved in achieving business, organisational, community, environmental or regional improvement and innovation.
In complex situations like these it is difficult to get a shared picture of the situation and to work out what will have the greatest impact. This is because the human brain cannot easily represent, interpret and integrate all the elements in the system, plus the interactions between the elements.
So we need a tool that will help us to see the whole picture, the main parts, and the interactions between the parts.
The System Design and Analysis Tool can help us do this. Using the tool as a team enables the team to develop a shared mental model of what the system is, how it works, and where the main points of leverage are in the system for maximum improvement and innovation.
The Systems Design and Analysis Tool can be used in two ways: – for designing an effective system to achieve target outcomes and then comparing it to the current systems to see what could be improved – or if no effective system currently exists, you can design a new one..
Support should be sought from a person who has significant experience in using this tool if you are using it for the first time yourself, or you are attempting to help others use it.
Steps for System Design and Analysis
1. Identify and assemble participants (no more than 15) who are interested in the focus and want to improve their performance. Set up a venue so that participants are seated around an electronic whiteboard or large wall area.
2. Develop a SMARTT focus, target outcomes, and principles based on the ‘need’ and negotiate them with participants.
3. Identify the important (key) elements of the system that will ensure the focus and outcomes are achieved.
4. Describe each key element as a variable i.e. use words that indicate that the element can change up and down.
5. Place the key elements in a logical way so that you can map the relationships between the elements, and between the elements and the target outcomes.
6. Consider the interactions between the key elements. Show the type of interaction and rank its strength (high, medium or low).
When elements move in the same direction the interaction is represented with a ‘+’. If they move in opposite directions the interaction is represented with a ‘-‘.
7. After mapping the major interactions between elements, look at the whole map and work out where the ‘points of leverage’ are in the system i.e. those elements or interactions between elements that, if effort is put into them, will significantly improve the performance of the system.
8. After considering the points of leverage, rank the elements as to their priority for effort at this point in time.
One way to do this is to give each participant an imaginary $100 000 which they invest in the elements they think will have most impact. Or give people an imaginary workforce of ten people or 100 hours and ask them to distribute these for the biggest impact in the system at this time.
9. From the analysis clearly identify and record opportunities to improve the situation/system.
10. The assumption is that the system design and management tool is being used purposefully to analyse a situation for opportunities for improvement, so two key questions should be considered as the last step in using the tool:
How will I/we action the opportunities for improvement?
Who could or should be involved in leading and implementing and these improvement opportunities?