Upon completion of this course, participants will be able to:

• Define the core concepts of Systems Thinking and system boundaries.
• Identify and map interdependencies within a complex system.
• Recognize and diagram positive and negative feedback loops.
• Differentiate between symptoms, immediate causes, and structural causes.
• Apply system archetypes to analyze common organizational problems.
• Identify high-leverage points for impactful, long-lasting change.
• Use causal loop diagrams (CLDs) to model system dynamics.
• Shift perspective from isolated events to underlying patterns and structures.

• Senior leaders and executives involved in strategic planning.
• Process improvement specialists and change agents.
• Project managers dealing with complex cross-functional initiatives.
• Consultants seeking advanced problem-solving tools.
• Anyone tasked with solving chronic, recurring organizational issues.

• Causal Loop Diagramming workshop (group activity)
• Analysis of system archetypes through detailed case studies.
• Group simulations of organizational feedback loops.
• Discussions on high-leverage points in personal or professional systems.
• Individual exercises in mapping a complex process using systems tools.
• Role-playing the presentation of systemic findings to leadership.

Unit 1: The Core Concepts of Systems Thinking

• From Linear to Circular Thinking
  • Defining a "system" and its components, boundaries, and environment.
  • Understanding the concept of emergence (the whole is greater than the sum).
  • The limitations of conventional, linear cause-and-effect analysis.
  • Introduction to the holistic perspective and its benefits.
  • Key thinkers and foundational models in Systems Thinking.

Unit 2: System Structure and Dynamics

• Mapping Interdependencies and Feedback
  • Identifying stocks, flows, and time delays within a system.
  • Distinguishing between reinforcing (positive) and balancing (negative) feedback loops.
  • Introduction to Causal Loop Diagrams (CLDs) and their notation.
  • Practicing the creation of simple Causal Loop Diagrams.
  • The role of mental models in shaping system behavior.

Unit 3: Recognizing System Archetypes

• Patterns of Chronic Problem Behavior
  • Analysis of common archetypes (e.g., "Shifting the Burden," "Fixes that Fail").
  • Identifying an organization's core processes that lead to recurring issues.
  • Mapping organizational narratives onto system archetypes.
  • The danger of "drift to low performance" and how to counteract it.
  • Using archetypes to anticipate future problems and unintended consequences.

Unit 4: Intervention and Leverage

• Finding the High-Impact Change Points
  • Defining a high-leverage point vs. low-leverage intervention.
  • Practicing "The Systems Thinker's Perspective" for problem diagnosis.
  • Designing interventions that change the underlying structure of a system.
  • Understanding policy resistance and how to anticipate it.
  • The ethics of systemic change and unintended side effects.

Unit 5: Applying Systems Thinking to Organizational Challenges

• Strategic Implementation
  • Using CLDs to model key organizational challenges (e.g., talent turnover).
  • Integrating Systems Thinking into existing decision-making processes.
  • Communicating systemic insights to non-systems thinkers.
  • Developing a systems-based approach to strategic planning.
  • Building a culture of continuous learning and experimentation.