Blog posts on systems thinking

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  • Effective Change Management Strategies and Tactics

    Create systems focused on continual improvement with built in checks for frequent assessment, reflection and adjustment to the changes the organization attempts to make.  This effort should be iterative. 

    Building the capacity of the organization to successfully adopt improvements will directly aid change efforts and also will build confidence that efforts to change are worthwhile and not, as with so many organizations, just busy work.

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  • Multitasking Decreases Productivity

    The problems with multitasking are becoming more and more well know, thankfully. Here is another article on the lower productivity multitasking produces...

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  • Toyota’s Newest Humanoid Partner Robot

    T-HR3 reflects Toyota’s broad-based exploration of how advanced technologies can help to meet people’s unique mobility needs. T-HR3 represents an evolution from previous generation instrument-playing humanoid robots, which were created to test the precise positioning of joints and pre-programmed movements, to a platform with capabilities that can safely assist humans in a variety of settings, such as the home, medical facilities, construction sites, disaster-stricken areas and even outer space.

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  • The Importance of Management Improvement

    If organizations just adopt management improvement practices I firmly believe customer service, financial performance and employee satisfaction could be improved. This was a big part of the reason I started to use the internet to share management improvement ideas back in 1996 (plus I find management improvement interesting).

    On the note of making a difference in people’s lives. I have had far more people tell me how my father (Bill Hunter) made a huge difference in their lives than ever tell me anything like that about myself...

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  • The Continued Failure of the USA Health Care System and Our Politicians

    Providing a health care is extremely costly everywhere. Rich countries nearly universally provide a health care system that allows all citizens to get needed health care. Nowhere is it perfect and nowhere is it cheap. And nowhere is it more of a mess than in the USA.

    Sadly those we elect in the USA have continued for the last few decades to keep the USA healthcare system the mess we have now. The Affordable Care Act took a relatively small step in addressing several of the most flawed aspects of the USA system. It left unaddressed many of the major flaws. Instead of taking where we are now and making improvements to address the problems left from decades of Democrat and Republican created and maintained USA health care policy all we have had are demands to “repeal Obamacare.”

    This is exactly the type on avoiding improvements to maintain the existing (for the last few decades) broken healthcare system those in the USA must live with. 

    ...

    We need to elect people dedicated to improving results not those interested in repeating slogans and avoiding any actual work on actually making things better.

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  • The New Age of Robots and What it Means for Jobs

    Industrial robots are the most advanced application of robots in business today but they are still far from plug and play solutions. They require skilled experts to have them work effectively; but the capabilities and usability have greatly increased over the last 20 years. Respect for people (and all that entails about the management system) is an important part of creating a management system to have the most success integrating robots.

    The ability of us to create technological solutions to accomplish tasks that required people has exploded in the last 20 years and will continue to. Lawyers are finding much of what they do can be done by a computer. Much, doesn’t mean all, obviously. Search and rescue in disaster areas is another task that robots are playing an increasing role in; and the use of robots will likely continue to grow quickly. Technology is taking over many aspects of medical care that were not long ago seen as requiring highly trained and experience medical professionals (reading scans, diagnosing illness…).


    I think many of these advances are moving so quickly that we are not properly thinking about the long term future of our organizations. The disruption these changes will take will be difficult to predict and plan for.

    ...

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  • The Best Form of Fire Fighting is None at All

    The best form of problem solving is to avoid problems altogether.

    At the point you have a “fire” in your organizaiton you have to fight it. But it is better to create systems that avoid fires taking hold in the first place.*

    This is a simple idea. Still many organizations would perform better if they took this simple idea to heart. Many organizations suffer from problems, not that they should solve better, but problems they should have avoided altogether.

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  • Historical Global Economic Data and Current Issues for Globalization

    China and India/Pakistan accounted for 73% of the world manufacturing output in 1750. They continued to account for over half of global output even as later as 1830. By 1913, however, their share had dropped to 7.5%.

    That shows how quickly things changed. The industrialization of Europe and the USA was an incredibly powerful global economic force. The rapid economic gains of Japan, Korea, Singapore, China and India in the last 50 years should be understood in the context of the last 200 years not just the last 100 years.

    ...

    I believe he is onto something. I have for years been seeing the strains of “comparative advantage” in our current world economy. That doesn’t mean I am not mainly a fan of freer trade. I am. I don’t think complex trade deals such as TPP are the right move. And I do think more care needs to be taken to consider current economic conditions and factor that into our trade policies.

    ...

    The complexity of the economic consequences of international trade require knowledge, skill, patience and practical thinking to create economic gains going forward. I am worried about the foolish leaders we are electing in many of the rich countries recently. They do not appear to understand complexity or value the importance of expertise, uncertainty and implementation of economic policy. The complexity today requires more understanding, study, learning and care than was required last century but instead we are electing people with less wisdom than ever (and we were not electing incredibly wise people very often in the past).

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  • Peter Scholtes on Teams and Viewing the Organization as a System

    Peter includes a description of the creation of the “organization chart” (which Peter calls “train wreck management”) that we are all familiar with today; it was created in the Whistler report on a Western Railroad accident in 1841.

    Almost a direct quote from the Whistler report: “so when something goes wrong we know who was derelict in his duty.” The premise behind the traditional organizational chart is that systems are ok (if we indeed recognize that there are such things as systems) things are ok if everyone would do his or her job. The cause of problems is dereliction of duty.

    ...

    This is an absolutely great presentation: I highly recommend it (as I highly recommend Peter’s book: The Leader’s Handbook).

    Without understanding a systems view of an organization you can’t understand whats at the heart of the quality movement and therefore everything else you do, management interventions, ways of relating to people, will reflect more likely the old philosophy rather than the new one.


    Points like this are very true but difficult to understand until you come to view organizations as systems.

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  • Drone Deliveries to Hospitals in Rwanda

    Partnering with the Government of Rwanda, Zipline serves 21 hospitals nation-wide. They provide instant deliveries of lifesaving blood products for 8 million Rwandans.

    Their drones are tiny airplanes (instead of the more common tiny helicopter model). Supplies are delivered using parachute drops from the drone. Landings are similar to landings on aircraft carriers (they grab a line to help slow down the drone) and, in a difference from aircraft carrier landings, the drone line drops them onto a large air cushion.

    ...

    The drones can deliver up to 50-75 km (which I believe means they must have a range for 150 km because they must return to their home base). The cost is about equivalent to the current (much slower) delivery methods (car or motor bike).

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  • Using Design of Experiments

    Design of Experiments can seem complicated but at the core it is fairly simple and powerful. By applying the proper techniques it allows you to gage the effect of several variables and, very importantly, the interactions of those variables with a small number of experiments (or tests or pilots)...

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  • Creating an Integrated Life Where Work Adds to Life

    ... I realize doing this to the extent he did is very difficult. But growing up with it I learned that the idea that you could design the whole life (including everything) to maximize life.  And that it may well be that extra effort at work rather than detracting from the rest of life enhances it. For me the key is to focus on maximizing the whole and within that realizing sometimes there are tradeoff (essentially a zero sum game) but there may well be times when you can design the system of your life to find win win solutions.

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  • Understanding and Misunderstanding Variation

    ... one of the central aspects of Deming’s ideas on management: that we need to view the organization as a system. It is not as simple as adopting a couple practices and getting the same results another organization gets from those same practices. The interactions between the existing organization and the new practices will be different. This makes management challenging but it also makes our jobs of improving management continually interesting and full of opportunities to learn.

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  • Applying W. Edwards Deming’s Ideas in Software Development

    In her presentation at the Deming Research conference, Poorani Jeyaseker explains how the management system drives behavior that is not useful to the organization. The business team asks for estimates for software development. Those estimates are treated as promises. The management system creates a punishment mechanism for missing estimates by over 10%. Of course this creates fear and pressure to make sure work can be completed within the 110% * estimate. So logically the estimates are padded (both to account for the natural variation in how close estimates are to final results and for the existing culture that means changes will be made to requirements without the estimate being adjusted)...

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  • Systems Thinking and Management Improvement

    A big part of what makes Deming's framework so useful is he was continually learning and adopting new ideas (Senge does a lot of this compared to most people but I can't think of anyone in the Management area that is close to as good as Deming was at this). I do think most Deming folks today would benefit greatly from much more thinking a about the organization as a system. It is often very superficial in my experience (repeating phrases like "we need to break down barriers between departments" or "it is a mistake to optimize the part because it sub-optimizes the whole"). Those ideas are great but you need to manage based on that concept not just say it and move on.

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