Insights from the viable system model for developing my own system and ‘Creating the Conditions for Change©’

I recently mentioned to a group of students that I used the viable system model to develop my own personal system, incorporating my own personal development. They asked me to show them what I did and this is the session that I ran for them. It is not a refined session but more of a talk through of what I did, why and what insights it gave me. I also describe how the insights from my work of 15+ years with the viable system model, and particularly the work on developing my own personal system, turned into the building blocks for my ‘Creating the Conditions for Change©’ approach to making change and supporting systems change.

You can watch the video of the session on Youtube here: https://www.youtube.com/watch?v=FXobE_5x9r8&t=10s

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Training Courses Available

The following one-day training courses are now available

Both of these training courses require a minimum of 10 people, maximum 20. They are intended for groups of people who work together across a geographical place, and especially for those in public services.

Costs vary, depending upon number of delegates, location and provision of rooms and refreshments. Please get in touch if you are interested in running a session for your organisation/ group of colleagues.

Creating the conditions for change with systems and complexity thinking

Who is this training for?

This training if for anyone who is interested in creating the conditions for change using insights from systems and complexity thinking. It is particularly useful for front line teams and managers involved in system change.

What will I learn?

You will learn about the conditions that are required to make effective change in any situation. You will learn how to look at things from different perspectives, how viable systems work and what features are required in a system to enable system change.

Do I need prior knowledge of systems thinking?

No prior knowledge of systems thinking is required for this course. All concepts will be fully explained.

What will the format of the training be?

This is a highly interactive session using my Systems Thinking Change Wheel and action cards to understand system change. A case study will be used to apply the thinking to, and by prior arrangement, this can be a case study of the ‘place’ in which you work.

There will be some presentation whilst explaining concepts. However, the majority of the day will be group exercises and application of the thinking to the case study. You will identify where conditions might hinder system change and where effort can be injected to help create the conditions to enable system change.

Applying the viable system model

Who is this training for?

This training is for anyone who has an interest in applying the viable system model to a situation. You can be from any kind of work background, as long as you have an interest in the subject matter.

What will I learn?

You will learn the basics of Stafford Beer’s viable system model. You will learn about the five sub-systems of the model and what their functions are. You will also learn how to apply the model to a real-world situation, learning what to look for and how to spot areas for potential improvement in a situation, based on a diagnosis using the model

Do I need prior knowledge of systems thinking or the viable system model?

It does help if you have some knowledge of systems thinking but don’t worry if you don’t. Systems thinking is such a wide field that any key concepts etc will be explained throughout the session. It is important to do this because of the wide range of interpretations that exist.

What will the format of the training be?

There will be some element of presentation when explaining the model. The majority of the day, however, will be your practical application of the model to a given case study. You will undertake a diagnosis of a messy situation, using a number of ‘guides’ that you will be provided with to help you along. It will be a mixture of thinking about certain elements alone and in groups and you will be guided by the trainer throughout.

The case study will be a case study that the trainer has worked on. That way, she can share real insights as to how the model can be applied and what you can look for when trying to identify areas for improvement. It is a case study is from public services. This area has been chosen for its ‘messiness’ which gives opportunities to demonstrate areas for improvement in many places. You do not have to have experience of or a background in public services to understand the case study or undertake the diagnosis. In fact, it can sometimes help if you don’t know much about the situation in the case study.

Other bespoke systems thinking courses are available, which can be designed to meet your needs. Please get in contact to discuss your requirements.

pauline@systemspractitioner.com

Feedback from a previous course:

Thinking of hiring a systems thinker but wondering what they actually do?

I am often asked what a systems thinker is and what they do in their work. Of course, there are many academic responses to this and systems practitioners (and others) can spend an inordinate amount of time debating the answer. Whilst this might be helpful to the academic advancement of systems thinking, it doesn’t really help people in organisations who just want to know, ‘If you come and work with me, what will you do and how will it help me?’

There is a huge breadth of differences in how systems practitioners work and the approaches they use. So much so, it is impossible to answer on behalf of everyone. However, I can tell you some of what I do in my work and what I might focus on (which will invariably change depending upon the context of the situation). No references to academics or academic text, just ‘plain speak’:

I look at the bigger picture

I don’t just look at one tiny area. I zoom out and look at your problematic situation and the context in which it sits and how they impact one another now and/or how they might impact one another in the future.

I ‘see systems’

I look at things as systems. This means that I do not jump to blaming staff for the problematic situation. Nor do I jump straight to reorganising, restructuring, outsourcing etc. Issues in problematic situations are usually systemic and I seek to understand why they are really happening before making any kind of recommendations or changes. This doesn’t mean taking a long time either. My approaches can help me make recommendations or changes very quickly sometimes.

I don’t look at problem/ solution per se

In complex situations there is no problem/ solution per se. There is only and improvement from where you are now. Yes, in improving the situation you may solve some kind of problem along the way, but I look at how I can help you to be adaptable so that you can deal with your own issues on an ongoing basis

I respect different views and perspectives

I use a number of techniques (like diagramming) to work with different perspectives in a non-threatening way. The diagrams might include visual metaphors that allow feelings to be displayed without entering into a “he said, she said” scenario. They are extremely powerful and can often reveal things that, until the point of drawing the diagram, have remained hidden.

I allow time to accommodate conflicting interests and help people work through their own understanding of the situation and that of others

This is a very under-rated exercise. It is extremely valuable. In my experience, people hate feeling that their interest in a situation is not as valuable as someone else’s interest. Just knowing that the person working with you and the other parties understand your point of view helps to dissolve barriers.

I explore organisational arrangements and governance and diagnose what is preventing the system from operating to its maximum effect

This is done via systems modelling. I use a very powerful diagnostic approach to explore your situation and work out why things aren’t working quite as you want them to be.

I examine the thinking behind some of the faulty decision making in the system

It’s easy to have faulty decision making without even realising it. All of us are guilty of it at some time or another. It might be that there hasn’t been enough information when making the decision or someone might have been given poor advice. If a decision hasn’t given the outcome that you wanted it to, I can often pick up in my diagnosis why this might have been the case.

I use methods, concepts, tools and techniques to examine and deal with complex, dynamic and diverse problematic situations

I don’t just ‘wing-it’ or do what someone else has told me to do. I have applied systems and complexity thinking to my work for over 10 years. I use a variety of approaches that have sound theory behind them and I have, at some time, ‘tested them out’. I do try new things also, to ensure that my approaches keep developing and my thinking is ‘fresh’.

I support you to manage the complexity and manage in the complexity and encourage adaptability as key to your system surviving

I look to see what makes your system breathe, what makes its heart beat, what conditions have to exist to enable it to live, what makes it die. I look at how your system interacts with the environment around it. I look at what interdependencies exist, or don’t exist but should or could. I look for the drivers of your complexity and I look for the energy levels in your system – are people and processes energised, frantic? Are they stressed, fearful or in despair? Or are they asleep, calm, laid back with not a care in the world? I don’t just consider, ‘What is this thing?’ I consider, ‘What does it do?’

I examine the potential consequences of different configurations of the wider system

This is another place where I use some systems modelling. I use a number of approaches, depending upon the context of the situation. These approaches help me to understand what configuration might be most useful to you and allow you to be more adaptable moving forward.

I support collective decision making

Particularly in complex situations a collective decision can mean you get buy-in right from the start. Not all decisions can be made collectively of course but I do try to avoid top down dictates. I believe in the expertise that exists in systems and can often be ‘hidden’. I like to tap into that and make sure it is utilised and people are recognised for it.

I share whatever I can to help you learn

I don’t believe in keeping my ways of working to myself. When I work with you I put as much effort into sharing as I do into doing any other aspect of the work. The more systems and complexity thinking I can ‘infect’ you with the better, in my opinion. I try not to use technical language and complex ways of describing things. I try and keep it as simple as possible so that you can use the learning yourselves and pass it on to others.

 

Systems thinkers can bring a very different perspective to your work. They can help you understand why something keeps happening over and over again and can help you find options for improvement that you might never have thought of.