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INTASE Leadership Conference Singapore 2014
Chris Jansen – University of Canterbury, New Zealand
www.leadershiplab.co.nz
www.ideacreation.org
Leveraging system thinking
for strategic clarity
1
2
3
Chris Jansen
Systems Thinking…
….is a way of making
sense of a complex system
…is the ability to see the world as relationships
and connections
...allows us to influence a complex system
4
“Where the world is dynamic, evolving and interconnected, we
tend to make decisions using mental models that are
static, narrow, and reductionist.”
5
Seeing connections instead of parts…
“You can never understand anything
by analysing it.”
“We have to understand the whole before
we can understand the parts - what
matters is their interaction.”
Russell Ackoff
6
7
Student behaviour
issues
Quality of alternative
programmes
S
O
Programme appealto
other students
S
B
R
“Causal loop diagrams provide a framework for seeing
interrelationships rather than events, for seeing
patterns of change rather than snapshots”
Senge
8
# students enrolled
reputation
student satisfaction
resources (physical,
people)
revenue
S S
S
S
S
resources for
research
staff research
activity
UC research
profile
TEC funding S
S
S
S
efts cap
economy
marketing
financial targets
management
strategies
imposed performance
standards
staff involvement in
decision making
motivation and
commitment
resistance
collaboration/
engagement
team spirit/ morale
sick leave, stress
leave, staff turnover
S
S
O
S
O
O
S
S
O
O
O
Causal loop
diagram for
University of
Canterbury
R1 Growth
R2 Growth
R3
Performance
B1 Resistance
B2 Health
9
10
The Iceberg Model
Four levels of thinking
Events
Patterns
Systemic structure
Mental models
Maani 2010
11
What influences youth wellbeing in CHCH?
13www.ideacreation.org
14www.ideacreation.org
15www.ideacreation.org
16www.ideacreation.org
17www.ideacreation.org
18www.ideacreation.org
The Iceberg Model
Four levels of thinking
Events
Patterns
Systemic structure
Mental models
Maani 2010
19www.ideacreation.org
System thinking tools – affinity process
1) Clarify the question
2) Determine influence factors
3) Map connections
4) Identify leverage
5) Act with clarity
20www.ideacreation.org
What are the indicators of a successful
school in Singapore?
What are the factors that contribute to this?
• What influences that?
• What influences that?
• What influences that?
21www.ideacreation.org
22
23
SUCCESSFUL
SCHOOL
Holistic
Achievement
Student –
student
relationships
Professional
development
Staff – staff
relationships
Staff – student
relationships
Effective
leadership
Staff culture
Resources and
infrastructure
Powerful
teaching and
learning
Student
engagement
Community
engagement
Communication
Decision
making
processes
Credibility
$$$$$$
Marketing and
image
Data on results
Staff
engagement
Systems that
work
Students
enrolling
Mentoring and
pastoral
supportVision and
values
24www.ideacreation.org
25www.ideacreation.org
Annual Goals 2012
1. Advancing student achievement
through effective use of data
2. Continue implementation of school
curriculum document
3. Consolidating a positive school wide
culture for learning
4. Enhance presence in and engagement
with community
5. Sustained improvement in school wide
leadership, systems and processes
26www.ideacreation.org
What factors
promote positive
student
behaviour?
Questions focussed on parts of
organisations…
What factors effect
powerful professional
learning in schools?
What processes build
effective
collaborations with
communities?
How could embracing
technology impact
achievement?
System thinking tools – affinity process
1) Clarify the question
2) Determine influence factors
3) Map connections
4) Identify leverage
5) Act with clarity
28www.ideacreation.org
“Clarify the question”….. What question would be
useful for your organisation to explore…..
• How can we maximise our collective
performance in rebuilding CHCH horizontal
infrastructure?
• How can we support the resilience and well
being of people in CHCH?
• How can we re-configure a merged school?
• How can we meet growing need in an
environment of reducing funds?
• How can we achieve cultural transformation?
29
30
Keeping in contact….
chris.jansen@canterbury.ac.nz
www.ideacreation.org
www.leadershiplab.co.nz
31

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Leveraging systems thinking for strategic clarity

  • 1. INTASE Leadership Conference Singapore 2014 Chris Jansen – University of Canterbury, New Zealand www.leadershiplab.co.nz www.ideacreation.org Leveraging system thinking for strategic clarity 1
  • 2. 2
  • 4. Systems Thinking… ….is a way of making sense of a complex system …is the ability to see the world as relationships and connections ...allows us to influence a complex system 4
  • 5. “Where the world is dynamic, evolving and interconnected, we tend to make decisions using mental models that are static, narrow, and reductionist.” 5
  • 6. Seeing connections instead of parts… “You can never understand anything by analysing it.” “We have to understand the whole before we can understand the parts - what matters is their interaction.” Russell Ackoff 6
  • 7. 7
  • 8. Student behaviour issues Quality of alternative programmes S O Programme appealto other students S B R “Causal loop diagrams provide a framework for seeing interrelationships rather than events, for seeing patterns of change rather than snapshots” Senge 8
  • 9. # students enrolled reputation student satisfaction resources (physical, people) revenue S S S S S resources for research staff research activity UC research profile TEC funding S S S S efts cap economy marketing financial targets management strategies imposed performance standards staff involvement in decision making motivation and commitment resistance collaboration/ engagement team spirit/ morale sick leave, stress leave, staff turnover S S O S O O S S O O O Causal loop diagram for University of Canterbury R1 Growth R2 Growth R3 Performance B1 Resistance B2 Health 9
  • 10. 10
  • 11. The Iceberg Model Four levels of thinking Events Patterns Systemic structure Mental models Maani 2010 11
  • 12. What influences youth wellbeing in CHCH?
  • 19. The Iceberg Model Four levels of thinking Events Patterns Systemic structure Mental models Maani 2010 19www.ideacreation.org
  • 20. System thinking tools – affinity process 1) Clarify the question 2) Determine influence factors 3) Map connections 4) Identify leverage 5) Act with clarity 20www.ideacreation.org
  • 21. What are the indicators of a successful school in Singapore? What are the factors that contribute to this? • What influences that? • What influences that? • What influences that? 21www.ideacreation.org
  • 22. 22
  • 23. 23 SUCCESSFUL SCHOOL Holistic Achievement Student – student relationships Professional development Staff – staff relationships Staff – student relationships Effective leadership Staff culture Resources and infrastructure Powerful teaching and learning Student engagement Community engagement Communication Decision making processes Credibility $$$$$$ Marketing and image Data on results Staff engagement Systems that work Students enrolling Mentoring and pastoral supportVision and values
  • 26. Annual Goals 2012 1. Advancing student achievement through effective use of data 2. Continue implementation of school curriculum document 3. Consolidating a positive school wide culture for learning 4. Enhance presence in and engagement with community 5. Sustained improvement in school wide leadership, systems and processes 26www.ideacreation.org
  • 27. What factors promote positive student behaviour? Questions focussed on parts of organisations… What factors effect powerful professional learning in schools? What processes build effective collaborations with communities? How could embracing technology impact achievement?
  • 28. System thinking tools – affinity process 1) Clarify the question 2) Determine influence factors 3) Map connections 4) Identify leverage 5) Act with clarity 28www.ideacreation.org
  • 29. “Clarify the question”….. What question would be useful for your organisation to explore….. • How can we maximise our collective performance in rebuilding CHCH horizontal infrastructure? • How can we support the resilience and well being of people in CHCH? • How can we re-configure a merged school? • How can we meet growing need in an environment of reducing funds? • How can we achieve cultural transformation? 29
  • 30. 30