Introduction 

Systems Thinking is an approach that helps groups to understand complex systems by examining their patterns, relationships, and influences. It allows groups to gain a deeper shared understanding of the bigger picture and how different elements interact with each other, which can lead to innovative solutions and effective change.

What is a System?

A system is an interconnected set of elements organised to achieve a goal. Every system, whether the human body or a sports team, has unique components, connections, and objectives. For instance, the digestive system comprises various organs that work together to break down food and extract nutrients.

Systems Thinking Principles

These principles can provide insight and understanding to help navigate complex systems effectively.

Wholeness: 

A system should be viewed as a whole rather than a collection of parts. This principle emphasises understanding the entirety of a system, recognising that its components interact and contribute to its overall behaviour. Just as a cat’s behaviour cannot be fully grasped by examining its organs, a system’s functioning is best understood as a cohesive entity.

Interconnectedness: 

All parts are interconnected, and each part relies on something else to survive. Just as humans depend on air, food, and water, systems rely on various elements for their existence. This interconnectedness fosters feedback loops, wherein changes in one part of the system can reverberate throughout, either reinforcing or balancing its states. Acknowledging these interdependencies is crucial for comprehending a system’s dynamics.

Feedback: 

Systems are nonlinear, and understanding how feedback works is vital. Feedback mechanisms play a crucial role in regulating system behaviour, either amplifying or dampening changes within the system. By recognising and analysing feedback loops, one can gain insight into the system’s stability and adaptability, thereby facilitating effective interventions or adjustments.

Emergence: 

Complex behaviour can arise from the interaction of simple components. Much like how new conditions emerge from the interaction of elements within a system, complex behaviours or properties can emerge from the interplay of its constituent parts. This principle underscores the importance of considering emergent phenomena when studying or managing systems, as they may exhibit behaviours not readily predictable from the characteristics of their individual components.

Multiple Perspectives: 

Considering different perspectives can lead to better systems initiatives. Embracing multiple perspectives allows for deepening the shared understanding of a system. By incorporating diverse viewpoints, stakeholders can uncover hidden dynamics, identify potential risks or opportunities, and develop more robust strategies for managing or improving the system. This principle encourages inclusivity and collaboration, recognising the value of varied expertise and experiences in tackling complex systemic challenges.

Systems Mapping Activity

Causal loop diagrams are valuable aids in visualising and understanding systemic dynamics. These diagrams delineate the subtle relationships between variables, illuminating feedback loops, delays, and emergent behaviours within a system. Through collaborative exploration, teams can gain deeper insights into the systemic forces at play, paving the way for informed decision-making and strategic interventions.

Preparation:

Draft a problem statement, gather the team, organise the venue, prepare materials, and circulate any prereading before the session to ensure everyone is well-prepared.

• Draft problem statement – We typically use the How Might We… format. Your statement might change during the session, but having a starting point to focus attention is useful.
• Gather the team – You can run this collaborative activity with groups as small as three and for as many as your space allows. The sweet spot is between 5 and 8 people. So once you have over eight, divide participants into subteams. Think about forming a well-rounded team with diverse perspectives, strong commitment, and practical insights. The ideal participants for a system mapping activity should be:
  • deeply informed about the problem; 
  • directly impacted by the outcomes; 
  • genuinely interested in the topic; 
  • personally invested in its success; 
  • And likely to play a role in implementing the solutions. 
• Organise the venue – You need a venue that allows enough space for subgroups to gather comfortably around tables while also being able to see each other and the facilitator at a central point.
• Prepare materials – Preprinted systems circle canvas for each subgroup. We recommend A1 size at a minimum. If you have to work with groups larger than 8, the A0 size works better. Participants each required a pack of small sticky notes and a thin black marker. Each subgroup needs 3-4 thin coloured markers, one thick highlighter, and a pack of large rectangular sticky notes.
• Circulate prereading – Before the session, share the aim, agenda and any additional prereading. Depending on the issue’s complexity, the participants’ background understanding, and the time you have for the session, you may need to circulate prereading. However, our preference is to keep this to a minimum. If you have to explain too much of the issue, you may not have the right people in the session.

Step 1: Welcome and Open | 15 – 30m

Bring the group together, share the purpose (using your issue or opportunity statement), and confirm timings. Outline the activity process, desired outcomes, and how this activity fits into any broader initiatives. Run a check-in activity and invite everyone to share a word or two, commenting on the goal and the process or behaviours that will be important to make the session successful.

Step 2: Deciding the Arena | 5-15m

This step further defines the exploration arena. It involves groups selecting a specific system, arena, or problem space to explore together. With larger groups, you might explicitly invite subgroups to focus their work on different aspects of the larger problem/opportunity.

You can share a springboard story to better orient the group to the problem space, invite key speakers to share different perspectives to inspire new thinking, or dive straight in and allocate problem/opportunity statements to each group as their arena.

Step 3: Capture the Elements | 5-15m

With the arena defined, participants begin brainstorming the various elements or variables that make up the system. Define elements as things in the system that can increase or decrease and be measured somehow. On small sticky notes, participants jot down elements and place them around the circle on the canvas. 

Here’s a template you can use; Systems Links Canvas.

Give some relevant examples to bring the concept alive. Things like “customer satisfaction,” “stock level,” or “communication transparency” can all increase or decrease. Another way of thinking about these elements is as things you can measure: time, quality, volume, ratios, costs, numbers, etc.

Explain that the goal is to quickly generate a list of elements or variables related to the chosen system. Have participants use the write, stick, say method to capture elements. Set up the activity as generative, not evaluative. You don’t have to agree on the elements at this stage; just capture them. Explain that you are going for volume quickly and that the groups will have a chance to check quality and refine it later. Explain the three steps. If you think of an element, write it on a note, stick it on the canvas and then say what you wrote out loud – don’t explain it, just read it out. This process limits duplicates, invites balanced contribution, enables builds and alterations from each other’s thinking and generates a high volume of outputs in a short period by removing the evaluation element.

Check understanding, set groups on their task and monitor time. You want all groups to have around 20 elements on their canvas. Once they do, have them go back and check the quality of their elements. Ensure they are written neutrally as a measure that could increase or decrease. If the group has more than can comfortably fit around the circle canvas, have them deprioritise a few.

Step 4: Connect the Elements | 20m

Once the variables have been identified, participants move on to the next step: drawing connections to show causation. Describe the two different causal links and show how to represent each. Same direction relationships are where one variable moves in a direction and the other moves in the same direction. Represent these by drawing a line connecting the variables with an arrowhead at one end to show direction and an (S) symbol to show the type of causation. For example, in the case of smoking and lung cancer, same direction relationships would be represented by an arrow pointing from the smoking variable to the lung cancer variable, indicating that as smoking increases, the risk of lung cancer also increases.

Use an (O) symbol to represent opposite direction relationships. These show situations where one variable changes and another changes in the opposite direction. For instance, when studying the relationship between exercise and weight, we show an opposite direction relationship with an arrow pointing from the exercise variable to the weight variable, indicating that increasing exercise leads to a corresponding decrease in weight. 

When they identify elements with causal connections but the action and impact seem delayed, explain that this can be shown by drawing two parallel lines across the connection, indicating a pause. [//]

Invite groups to start drawing in their connections and discussing them as they do. Once again, give permission for groups to draw multiple connections that they might not all agree on. Explain that the discussion here is most important, and the purpose is to raise collective awareness and understanding of not only what actually happens in the system but also what each other thinks happens in the system.

Check understanding, set groups on their task and monitor time. You want all groups to have made many connections on their canvas.

During this step, you guide the group in stages. The first stage is to ensure they understand and can represent the different types of causation. The next stage is for them to all be engaged and draw potential connections between variables. The final stage is encouraging them to start capturing multi-point causation stories. This is where one variable impacts another, which then impacts a third, etc.

Step 5: Notice the Trends | 10-20m

As the diagram takes shape, participants step back to observe the emerging patterns and trends. They look for feedback loops—cycles of cause and effect that either reinforce or balance each other within the system. These loops may reveal areas of growth or stagnation, as well as potential leverage points for intervention.

This point in the process is an opportunity to explore system archetypes. A system archetype is a pattern or structure that helps us understand how a complex system behaves. It is a valuable tool for identifying issues and solutions in a system. Different types of archetypes describe different relationships and behaviours within a system. Understanding these patterns can help teams address problems more effectively. If you have this background knowledge, you can bring it in and invite participants to identify potential archetypes in play. If not, keep the discussion general and ask the group to notice patterns of repeated behaviour that seem important. Here are some questions to ask groups to consider:

• What recurring patterns or trends seem most significant?
• Are there any variables or relationships that have a disproportionate impact on the system as a whole?
• Are there any elements in the map that influence each other in a circular or feedback loop?
• Can you describe any instances where the system behaves in a way that surprises you or goes against expectations?
• Based on the observed patterns, are parts of the system particularly resilient or vulnerable?
• Can you identify any areas of growth or stagnation based on the feedback loops you see?
• Do any elements in the system counterbalance each other? How might this affect the system’s behaviour?
• Do you see any similarities between the observed behaviour of the system and known system archetypes?
• How might understanding these patterns help us address challenges or identify opportunities for intervention within the system?

Step 6: Capture Insights | 10-20m

Finally, participants discuss and capture insights gleaned from the Systems Mapping exercise. They reflect on the relationships and feedback loops identified, considering how they might impact the system’s functioning as a whole. Through this dialogue, participants uncover new perspectives, insights, and potential next steps for driving positive change. Have them discuss and capture their responses to questions like these:

• What did you learn from mapping the system together?
• What are the most critical insights to take into action?
• What tangible steps might we take to make a positive impact?

Step 7: Review and Close | 15-30m

As the Systems Mapping activity ends, participants gather for a final debrief. Invite them to reflect and capture their final thoughts about the topic, collaborative experience, or next steps. Run a final checkout activity to share their final thoughts. Thank the group, link to the next steps in the broader initiative, and close the session.

Harnessing the Power of Systems Thinking

Through activities like Systems Mapping, participants can unlock a deeper understanding of their systems, uncovering insights to drive meaningful change and innovation.

To find out more about how to upskill your leaders in facilitation, codesign or for support with your next codesign project, reach out to us via info@soji.com.au.

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Inclusive conversations that enable diverse perspectives to work together are critical in today’s workplaces. 

Facilitation is a process in which an individual or group helps others to understand their shared objectives and assists them in working to achieve these objectives without taking a particular position in the discussion. A facilitator acts as a neutral guide, managing group dynamics and ensuring that discussions are productive, inclusive, and focused on achieving goals. 

This facilitation toolkit is a resource designed for individuals who want to enhance their facilitation skills and create engaging meetings, workshops, and events.

Engage 

This section focuses on setting the stage for an effective facilitation engagement by understanding client needs, setting clear expectations, exploring context, planning logistics, and confirming the approach.

Clarify Need:

Uncover the group’s fundamental needs by actively listening and discerning opportunities to create value through facilitation. Aligning efforts with overarching objectives lays the groundwork for meaningful engagement.

• Ask open-ended questions: to gain a deeper understanding of their needs, expectations and opportunities to create value. 
• Listen actively: pay close attention, ask follow-up questions, and demonstrate understanding to build rapport and trust. 
• Encourage a systemic view: Invite your key stakeholders to consider the bigger picture and long-term elements of the situation.

Agree Scope: 

Establish clear expectations and break down complex issues into manageable segments. This activity paves the way for commitment and progress for the initiative and offers a tangible roadmap for collaboration.

• Set out the boundaries of the engagement in terms of aim, timeline, investment, participants and assumptions.
• Explain your understanding of the scope to your key stakeholders, and discuss and refine as needed.
• Get explicit permission to proceed with the engagement based on the agreed-upon scope. Only proceed once key parties are clear and aligned.

Explore Context: 

Dive into the broader context, identifying additional stakeholders and comprehensively understanding the landscape. Informed decision-making and effective collaboration stem from this foundational understanding.

• Conduct a stakeholder and situational analysis, identifying contextual factors through discussions and desktop research.
• Organise a field visit or immersion experience to gain firsthand insight into the context and challenges stakeholders face.
• Send out pre-session surveys to gauge participant expectations and areas of interest, tailoring the approach accordingly.

Plan Event: 

Pay meticulous attention to logistical details, ensuring a seamless facilitation process. From resource allocation to venue logistics, thorough planning sets the stage for productive discussions.

• Create a detailed event plan that includes timings, venue logistics, materials, and attendees. 
• Consider attendees’ needs and preferences to ensure everyone has a positive experience and feels valued.
• Develop contingency plans for potential disruptions, such as technology failures or unexpected weather conditions, to mitigate risks proactively.

Confirm Approach: 

Check with stakeholders to reaffirm alignment and maintain momentum toward shared goals. This ongoing dialogue ensures responsiveness to evolving needs and priorities.

• Before the initial session, confirm the planned approach with your key stakeholders. Give them the opportunity to share any additional information that might impact your plan.
• Schedule regular check-in meetings with stakeholders to review progress, address concerns, and refine strategies based on feedback.
• Conduct a mid-project review session to evaluate the effectiveness of current strategies and make adjustments as needed to stay aligned with goals.

Design

This phase is about designing the collaborative experience. Facilitators structure the collaboration by orienting the group, stimulating thinking, evaluating data, committing to action, and confirming progress. Here are some things to think about when designing sessions.

Orient to Topic: 

Establish trust and clarity by defining the session’s purpose and expectations upfront. This foundational step empowers participants to contribute meaningfully and sets the tone for productive discussions. 

• Kick off the session with an icebreaker or opener activity to connect the participants to the topic and each other.
• Use storytelling to introduce the session’s purpose and objectives, engaging participants emotionally.
• Frame the session as a collaborative problem-solving challenge, highlighting the collective impact of participants’ contributions.

Generate Thinking: 

Foster creativity and innovation by encouraging diverse perspectives and thought-provoking activities. Cultivating a culture of open dialogue fuels idea generation and enriches collaborative outcomes.

• Facilitate a brainstorming session using mind-mapping techniques to capture and organise ideas visually.
• Incorporate a gallery walk activity where participants rotate to different stations, contributing their thoughts and insights on each topic.
• Introduce a random stimulus, such as a thought-provoking quote or image, to inspire creativity and spark new perspectives.

Evaluate Data: 

Design structured processes for evaluating and prioritising outputs, grounding discussions in evidence and feasibility. This data-driven approach informs informed decision-making and fosters effective collaboration.

• Use a weighted scoring system to prioritise ideas based on criteria such as interest, impact, and alignment with objectives.
• Review ideas by considering feasibility, viability, and desirability to inform decision-making.
• Create a decision matrix to compare options, assigning scores based on cost, time, and resource requirements.

Commit to Action: 

Translate discussions into actionable outcomes through concrete action plans and accountability mechanisms. Transforming ideas into tangible steps drives progress forward and ensures implementation.

• Facilitate a goal-setting session where participants define SMART (Specific, Measurable, Achievable, Relevant, Time-bound) objectives for each action item.
• Assign accountability partners or small teams to specific tasks, fostering a sense of ownership and collaboration.
• Develop a visual progress tracker, such as a Gantt chart or Kanban board, to monitor action items and milestones throughout the project.

Confirm progress: 

Design the session to enable regular check-ins on progress and solicit feedback to ensure the group feels they are heading in the right direction. This iterative approach allows for necessary adjustments and course corrections along the way.

• Conduct regular check-ins: Plan opportunities to ask questions and soliciting feedback from the group. This will help to identify any issues or challenges that need to be addressed and will allow for necessary adjustments and course corrections along the way.
• Use visual signposts: Charts, roadmaps and agendas can be used to track progress and provide a clear picture of how the work is progressing.
• Use a feedback system: Invite participants to quickly share their comfort with pace and pitch by either using hand signals or by placing a sticky note onto a poster.

Facilitate 

During facilitation, the emphasis is on guiding the process, maintaining focus, energising dynamics, challenging thinking, and capturing outputs.

Focus Attention: 

Reaffirm objectives throughout the session to maintain group alignment and prevent distractions. This will ensure that the discussions stay on track and productive and ultimately lead to the desired outcomes.

• Raise the stakes: Draw in sponsors, use stories and visual aids to help communicate the importance of the discussion and create a sense of urgency and commitment.
• Establish a Contract: Set up clear expectations around roles and responsibilities for all participants and invite them to commit.
• Show up with intention: Take deep breaths to center yourself and maintain good eye contact, speak clearly and confidently, and actively listen during the discussion. Set the tone for the discussion by bringing gravity to how you show up.

Guide Process: 

Strike a balance between building rapport and maintaining accountability within the group. Fostering a supportive yet structured environment enables constructive discussions and effective decision-making.

• Incorporate structured facilitation techniques, such as round-robin or fishbowl discussions, to ensure equitable participation and diverse perspectives.
• Assign rotating facilitator, timekeeper or note-taker roles to team members, empowering everyone to take ownership of the discussion and maintain momentum.
• Use visual facilitation aids, such as mind maps or concept maps, to visually represent complex ideas and enhance understanding among participants.

Energise Dynamic: 

Monitor energy levels and incorporate variation into sessions to maintain engagement and momentum. Introducing breaks, interactive activities, and changes in pace keeps participants energised and focused.

• Monitor Energy Levels: Observe participants’ body language, facial expressions, and engagement levels to assess if they are feeling tired or disengaged. This will help you to adapt the session format and keep the momentum going.
• Adapt the Format: Be flexible and prepared to adapt the session format to meet the needs of participants. Incorporate energising activities like stretching breaks or interactive tasks to help boost their energy levels if the group is feeling lethargic.
• Model Energy: Set the tone for the session by modelling positive energy and enthusiasm. Be engaged, upbeat, and responsive to the needs of the group to help foster a supportive and energising environment that keeps participants engaged and motivated.

Challenge Thinking: 

Promote critical thinking and innovation by encouraging curiosity and embracing diverse viewpoints. Creating an environment where participants feel empowered to explore new ideas enriches collaborative outcomes.

• Facilitate a debate-style discussion where participants are assigned opposing viewpoints, encouraging critical thinking and perspective-taking.
• Incorporate “what-if” scenarios or hypothetical questions to encourage participants to explore alternative perspectives and consider unconventional solutions.
• Invite guest speakers or subject matter experts to share insights and provoke thought-provoking discussions on relevant topics.

Capture Outputs: 

Document key insights and decisions to ensure progress is recorded and can be revisited as needed. This documentation aids in future planning and decision-making, fostering continuous improvement.

• Assign a dedicated note-taker to document critical insights and action items during the session, ensuring nothing is overlooked.
• Use collaborative digital tools such as Google Docs or Trello boards to capture real-time input from participants and facilitate ongoing collaboration.
• Implement a visual recording method such as graphic recording or sketchnoting to capture ideas and concepts in a visually engaging format.

Facilitators can navigate the complexities of group dynamics with finesse by employing the facilitation toolkit across these three essential sections—Engage, Design, and Facilitate. Each area is vital in creating an environment where collaboration flourishes, ideas thrive, and meaningful outcomes are achieved. Whether leading a team meeting, a brainstorming session, or a strategic planning workshop, embracing these strategies ensures transformative results.

To find out more about how to upskill your leaders in facilitation or codesign or for support with your next codesign project, reach out to us via info@soji.com.au.

Photo by Dan Cristian Pădureț on Unsplash