Blog posts on systems thinking

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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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  • Transforming Jet-Hot by Viewing the Organization as a System

    Jet-Hot integrates Deming’s system view with their own management or operating system. They have made this diagram the central way they operate as a system with common aim and purpose. They use this innovation in their Jet-Hot system and organize all their work with profound knowledge around their business operating system. Jet-Hot has also developed and implemented an application of technology – an operations support system to support their practice and their enterprise throughout their system. They have made this view and diagram actionable and practicable.

    ...

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  • Applying Quality as a Business Strategy at Hallmark Building Supplies

    Hallmark Building Supplies has profit sharing for all and doesn’t do annual performance appraisal. They attempt to let the market dictate pay and take pay out of the performance discussions. To manage performance they seek to “coach while the game is going on” (and mentioned the importance of people being receptive to coaching). Cooperation between sales people has increased since they eliminated commissions.

    Everyone is trained on the purpose statement, it is not just something that hangs on the wall. We use it to make decisions on a regular basis.

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  • Standardization With a Systems View Allows Creativity to Flourish

    We all benefit from standardization every day. We can plug our devices into a wall outlet and power them. We can get a replacement battery and have it work as expected. We can type on the keyboard without thinking because the keys are the same on each keyboard. We can connect to a new wifi network with our phone or laptop. We can buy a replacement pipe for our sink and install it.

    ...

    One of the objections I hear to adopting standardization is that doing so takes away our ability to be creative. This is not the case. Dr. Deming’s quote does a good job of explaining this. Standardization allows us to create systems that are reliable and effective. Within that system there should be a great deal of flexibility to apply creative ideas.


    It is true organizations often impose rigid rules that restrict creativity. If standardization is responsible for part of this result then the process by which standards are created and continually improved needs to be examined. A management system needs to continually improve and part of that is continually evaluating how management concepts (such as standardization) are being applied.

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  • My Willing Worker Award

    Data very similar to that provided by the Red Bed Experiment is used everyday in businesses to reward and punish people. Data is used to blame those who fall short of expectations and reward those who have good numbers. In the Red Bead Experiment we know the numbers are not a sensible measure of value provided by the employee. But in our organizations we accept numbers that are just as unrelated to the value provided by the employe to rate and reward employees.

    There is a powerful need to improve the numeracy (literacy with numbers) in our organizations. It isn’t a matter of complex math. The concepts are fairly simple…

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  • Deming on being Destroyed by Best Efforts

    Best efforts are essential. Unfortunately, best efforts, people charging this way and that way without guidance of principles, can do a lot of damage. Think of the chaos that would come if everyone did his best, not knowing what to do.

        W. Edwards Deming

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  • Avoiding Difficult Problems

    Coping with this issue (of avoiding unpleasant, systemic and long term rather than acute problems) is one of the things that separates great corporate culture from decent or bad corporate culture.

    If there are fairly obvious or fairly easy improvements those would likely be acted on. There are, rarely, but still sometimes, instances where those vocal or politically powerful individuals who would lose out in a fairly obvious improvement will prevent action.

    ...

    I am not convinced there are not ways to improve the situation. And I am pretty confident it is important enough to try. And I believe (though I might be wrong) with a concerted effort of knowledgable people improvements that would make a big difference in the quality of life could be achieved. I am not so certain those people involved in leading the effort would be seen in great lights though even if they "succeed." People are much more likely to remember negative consequences to them personally, even if they gain much more than they lost overall. 

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  • Give People Enough Rope (and the Right Rope) to Succeed

    You want systems that let people take on challenges without too many restrictions but with enough support and training that you don't leave them hanging.

    ...

    the ropes should suit their situation. A tightrope over a chasm is fine for a trained acrobat with a balancing pole. It is foolish for someone without the right training or tools. They would be better served with something else - a rope bridge with railings.

    continue reading: Give People Enough Rope (and the Right Rope) to Succeed