| Contents Notes |
Machine generated contents note: 1. Introduction -- 1.1. Purpose of and rationale for dealing with complexity -- 1.2. Audience and user guidance -- 2. Case study: why a systemic approach matters -- 3. Phase 1: Problem identification -- 3.1. Conceptual mistake #1: Abundance of data allows us to find ultimate solutions and predict system behaviour -- 3.2. What to do: Delimit the problem, identify the causes and the effects -- 3.2.1. Step 1: Define the boundaries of the problem -- 3.2.2. Step 2: Identify the causes and effects -- 3.2.3. Step 3: Analyse future behavioural paths and impacts -- Case study 1 Problem identification with systems thinking: the creation of the Ethiopia Commodity Exchange -- 4. Phase 2: System characterisation -- 4.1. Conceptual mistake #2a: Every problem is a direct consequence of a single cause -- 4.2. Conceptual mistake #2b: We only need an accurate `snapshot' of the actual state of the system to find solutions. Contents note continued: 4.3. What to do: Map the complexity and explore the dynamic properties of the system -- 4.3.1. Step 1: Build a causal diagram and review the boundaries of the system -- 4.3.2. Step 2: Create a shared understanding of the functioning of the system -- 4.3.3. Step 3: Identify key feedback loops and entry points for action -- Case study 2 Representing and analysing dynamic complexity to design effective policies: fossil fuel subsidy reform -- 5. Phase 3: Strategy/Policy assessment -- 5.1. Conceptual mistake #3: The problem will be solved with the implementation of the intervention selected -- 5.2. What to do: Identify the learning capabilities of the system -- 5.2.1. Step 1: Design potential interventions -- 5.2.2. Step 2: Assess interventions (anticipate gaps, time frames and early warning signals) -- 5.2.3. Step 3: Select viable intervention options and indicators -- Case study 3 Reducing risks and maximising profits with systemic strategy assessment: Nestle. Contents note continued: 6. Phase 4: Decision making and implementation -- 6.1. Conceptual mistake #4: With a problem-oriented optimisation, the solution will maximise benefits for all -- 6.2. What to do: Evaluate the proposed solution using different perspectives, and assess the impacts across sectors and actors -- 6.2.1. Step 1: Use a multi-stakeholder approach -- 6.2.2. Step 2: Analyse the expected impacts across sectors and actors -- 6.2.3. Step 3: Define the strategy and action plan -- Case study 4 Multi-stakeholder decision making in relief operations: the Agility CSR programme -- 7. Phase 5: Monitoring and evaluation -- 7.1. Conceptual mistake #5: Monitoring and evaluation do not affect the decision-making cycle, they only evaluate the system performance -- 7.2. What to do: Assess the effectiveness of the implemented interventions and the system responses to redefine the top priorities and the need for further action. Contents note continued: 7.2.1. Step 1: Implement the strategy and monitor the development of the system -- 7.2.2. Step 2: Analyse the impacts across sectors and actors -- 7.2.3. Step 3: Use lessons learned for the next decision-making process -- Case study 5 Monitoring managers' commitment: Deutsche Bank -- 8. Conclusions -- Annex: Overview of key tools -- A1. Indicators -- A2. Influence tables -- A3. Causal loop diagrams -- A4. Scenarios -- A5. Simulation. "Our socio-economic systems continue to grow and evolve. We need to acknowledge that, consequently, our decisions often fail - they are ineffective and create unexpected side effects. The speed of execution is increasing constantly and markets and systems respond almost immediately, making decision-making challenging. There is little or no room for failure. This important new book analyses real-world strategy and policy challenges, addressing the interconnectedness of the markets/systems we live in. It provides a step-by-step approach using systems thinking to solve complex problems in socio-political as well as business environments. It proposes a technique with which to better understand problems and the context in which they arise, and tools to directly inform each step of the decision-making process. The book explores the main innovation that systemic thinking introduces - the emphasis on defining the problem-creating system, which is made up of interacting parts, rather than prioritizing events that need immediate fixing. The case studies, examples and the approach proposed can be used to better understand reality and its complexity, and to integrate stakeholders for a better solution. Practically, it can be used to identify problems, analyse their boundaries, design interventions, forecast and measure their expected impacts, implement them and monitor and evaluate their success/failure. The book touches upon global issues related to policy making and strategic management, as well as issues related to sustainable development for both the public and private sectors. It will be essential reading for practitioners looking to get to grips with systemic thinking in business and policy-making."--Pub. desc. |
