Six Steps to Resolving Complex Dynamic Problems, Being a Systems Thinker

 

Six Steps to Resolving Complex Dynamic Problems

Taking a systemic approach to problem solving offers a practical and pragmatic way to begin to:

• Understand the value of exploring the contributing factors of a problem.
• Assess potential intended and unintended consequences.
• Redefine the problem based on a closer look at all of the contributing factors.
• Select solutions that can deliver the greatest degree of change.

Step One: Select a Problem Determine if the problem is complex, dynamic, and interconnected, or straight-forward and linear.* You can use the following five criteria with your team to determine if a situation fits the definition of a complex, systemic issue:

1. It has a pattern. There is a clear history of this problem happening over time, sometimes to the point of acceptance.

2. It has no easy answer and seems to impact a number of other issues and/or departments. No

_________ * A problem can be very complicated, with a fundamentally high level of intricacies—such as determining the tensile strength of the steel required to build a tank—and not have the kind of dynamic complexity that makes it a systemic issue. The techniques of lean manufacturing are superb for resolving linear problems, even if the linear problems are highly complicated!

one wants to take on the problem because it seems too daunting.

3. People are involved. The success of a process depends on human input or judgment.

4. Fixes have been tried but the problem persists. You may have tried to fix the problem or implemented workarounds, but the problem remains and as a result of the “fix,” new problems may have been created.

5. It is multi-dimensional. The issue or problem may involve several functions or possibly customers or suppliers.

Step Two: Identify Contribution Factors

Every problem has some things that you and your team believe are reinforcing, driving, or contributing to the issue in some fashion. The “Systemic Curiosity Worksheet” offers a simple format to use to record the team’s input.

 

 

 

SYSTEMIC CURIOSITY WORKSHEET

The “Systemic Curiosity Worksheet” offers a simple format to use to record the team’s beliefs on the things that are reinforcing, driving, or contributing to the problem.

Step Three: Review the Problem

Based on the identification of the factors contributing to the problem, review the problem statement and determine if it needs to be restated. The perspectives shared in the discussion about contributing factors frequently lead to a fuller and more complete understanding of the dimensions of the issues to be addressed.

Step Four: Establish Solutions

From a review and discussion of the contributing factors, and the potentially restated problem statement, work with the team to identify at least three ways to solve (influence) the problem.

Step Five: Frame Implications

Determine what the consequences could be of implementing each of the chosen solutions. Describe both intended and unintended consequences, outlining what could happen that the solution is designed to produce, as well as what could happen that is unplanned.

The “Implications Wheel” worksheet is a handy visual to use.

 

IMPLICATIONS WHEEL

Use the “Implications Wheel” to determine what the intended and unintended consequences could be of implementing each of the chosen solutions.

Step Six: Select Solutions

With a more thorough understanding of the system that is producing the current problem, as well as having identified and tested a number of potential “right answers,” you and your team are now able to select the solutions that can deliver the highest degree of change.