Learning Systems Thinking Diana Montalion

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• Preface
  • From Nowhere to Everywhere
  • From Software to Systems
  • Technology Design Is Communication Design
  • Conventions Used in This Book
  • Supplemental Material
  • OReilly Online Learning
  • How to Contact Us
  • Acknowledgments
• I. A System of Thinking
• 1. What Is Systems Thinking?
  • Linear Thinking Is the Default
  • Systems Thinking Is Nonlinear
  • What Is Systems Thinking?
  • Systems Thinking Is a Practice
  • Qualities of a Systems Thinker
  • MAGOs Quandary
• 2. Crafting Conceptual Integrity
  • Relationships Produce Effect
  • Systems Thinking Is Sociotechnical
  • Counterintuitiveness
  • A System in Flux
  • A System of Ideas
  • Time Is Always a Factor
  • Support for Your Practice: Riding on the Front of the Train
  • Your Practice: Writing as Thinking
  • Counterintuitive MAGO
• 3. Shifting Your Perspective
  • Five Core Practices
    • You Are Constantly Learning
    • Youre Comfortable Structuring Inquiry
    • You Do (or Are Willing to Do) Deep Work
    • You Respectfully Engage
    • You Stop Being Sisyphus
  • Modeling as a Core Practice
  • The Iceberg That Sinks Our Initiatives
    • Events
    • Patterns and Trends
    • Structure
    • Mental Models
  • The Blame Game
  • Your Practice: The Iceberg Model
  • MAGOs Quandary: Shifting Perspective
  • Support for Your Practice: Shifting Perspective Is Hard
• II. You Are a System of Thinking
• 4. Self-Awareness as a Foundational Skill
  • Systems Thinking: The Hard Parts
  • Decision Making Is a Noisy Process
  • Observe Your Thinking
    • Your Practice: Flow with Your Thinking
    • Alternative Practices
  • MAGO: Everything Is in Our Blind Spots
    • Model the Current System
    • Research Similar Systems
    • Listen to the Pain
    • Make Some Prototypes
    • What If We Do Nothing?
  • Support for Your Practice: 12 Things Self-Awareness Taught Me
• 5. Replace Reacting with Responding
  • Noticing Your Reactions
  • Opinion-Driven as Normal
  • Empathy as a Core Skill
  • Create Space for Your Reactions
  • Your Practice: Options When Reacting
    • Yes, and
    • The 24-Hour Rule
    • Breathe
    • Go for a Walk
    • Make a Snack or Take a Nap
    • Write
    • Notice Your Triggers: They Are Clues
  • MAGOs Reactions
  • Support for Your Practice: The Stories Dont Have to Be the Same
• 6. A System of Learning
  • A Learning-Driven Career
  • Practice 1: What Motivates You?
  • Designing Your Learning Activities
    • Generate Artifacts
    • Observe and Inquire
    • Synthesize
    • Experience
  • Practice 2: Describe Your Activities
  • Designing Your Learning Outcomes
  • Practice 3: Learning Outcomes
    • Improve Your Ability to Shift Perspective
    • Increase Your Tolerance for Ambiguity
    • Understand Context and Relational Impact
    • Identify Patterns and Structures
    • Create Groupings and Boundaries Without Reductionism
    • Think Critically and Apply Sound Judgment
    • Develop Your Interpersonal Skills
  • Design Feedback Loops
  • Practice 4: Who Can Help Me?
  • One Day at a Time, Forever
  • MAGO: Boundless Learning Opportunities
  • Support for Your Practice: Its All Interrelated
• III. We Are a System of Thinking
• 7. Collective Systemic Reasoning
  • What Is Systemic Reasoning?
    • How Systemic Reasoning Is Collective
    • Systemic Reasoning Has Other Names
    • Systemic Reasoning Is Building an Idea
  • Your Practice: Create a Proposition
    • Identify Your Idea, Action, or Theory
    • Identify Your Reasons
    • Strengthen the Reasons
      • Reliable
      • Relevant
      • Cohesive
      • Cogent
    • Be Honest About Potential Pitfalls
  • Systemic Reasoning Is a Method of Inquiry
  • Systemic Reasoning Is a Worthwhile Investment
  • Systemic Reasoning Structures (and Frames) Ambiguity
  • The Top-Down Elaboration
  • Strengthening the Reasons
    • Understandable
    • Reliable
    • Relevant
    • Cohesive
    • Cogent
  • Your Practice: Strengthen Your Reasons
  • MAGOs Proposition
  • Support for Your Practice: The Iceberg Model
• 8. Designing Feedback Loops
  • Building Conceptual Bridges
    • Mind the Gaps
      • Point of view blindness
      • Specialized language barriers
      • Resistance
      • Lack of structured transparency
    • The Bridges
  • Systems Thinking Needs Feedback Loops
    • Ask for the Feedback You Need
    • Get Feedback from People You Need
    • Follow the Golden Rule of Feedback
    • Feedback Loops Include Learning
  • Four Core Skills
    • How to Listen
    • Change Your Own Mind
    • Engage with the Reasons
    • Look for Fallacies
      • Strawman
      • Anecdotal
      • Appeal to authority
      • Bandwagon
      • Black or white
      • Middle ground
      • Burden of proof
      • Ad hominem
      • Appeal to emotion
      • Slippery slope
  • Your Practice: Get Some Feedback
  • MAGO: Helpful Conceptual Bridges
  • Support for Your Practice: Strong Conceptual Bridges
• 9. Pattern Thinking
  • What Is Pattern Thinking?
  • Patterns Produce Events
  • How Relationships Produce Effect
    • Same Event, Different Patterns
    • Where to Look for Patterns
      • Relationship to time
      • Relationship to context
      • Relationships to other parts
      • Relationship to structures
      • In your own thinking
    • Three Types of Patterns
      • External patterns
      • Patterns in the technology system
      • Process patterns
  • Seven Pattern Thinking Questions
  • MAGO: Looking at the Patterns
    • Patterns in Relationship
    • External, Technology System, and Process Patterns
      • External patterns
      • Technology patterns
      • Process patterns
    • Applying the Seven Questions to MAGO
  • Your Practice: The Seven Questions
  • Support for Your Practice: Pattern Thinking Outside of Technology
• IV. Designing a System of Thinking
• 10. Modeling, Together
  • What Is Modeling?
    • A Model Doesnt UnifyModeling Does
    • Design Thinking
    • Theres No One Way
      • Start small
      • Link models to show relationships
  • Taking a Systems Perspective
    • What Do We Model?
    • The Domain
    • Causal Loops
    • The Seven Questions
  • MAGO from a Systems Perspective
    • The Problem and Solution Space
    • Linear and Nonlinear, Revisited
    • Patterns, Revisited
      • External patterns
      • Technology patterns
      • Process patterns
  • Your Practice: Go Model
  • Support for Your Practice: Resources
• 11. Systems Leadership
  • The Paradigm We Work In
    • What Systems Leadership Is Not
      • Management
      • Unique to technology
      • Subject matter expertise (exclusively)
  • Characteristics of Systems Leadership
    • Architecting Communication Structures
    • Integrative Leadership
      • Systems design
    • Finding Places to Intervene
      • Be like Albert and challenge paradigms
  • Learning Leadership
    • Developing Learning Heuristics
    • Seven Learning Heuristics
      • What you know is probably your blocker
      • Knowledge is more valuable than information
      • Devalue your opinion
      • One perspective is always insufficient
      • Theres always another right way
      • Be Missouri
      • Is the word in the glossary?
  • MAGO: Systems Leadership
    • Understand the Pain
    • Identify the Systems Highest-Value Purpose
    • Model the Current System
    • Create a Shared Space for Thinking Together
    • Articulate and Justify the Core Problem(s)
    • Recommend Pathways Toward Improving the Systems
    • Design a System of Communication and Encourage Thinking Well Together
    • Take Excellent Care of Yourself
    • Encourage Systems Thinking
  • Your Practice: A Systems Leadership Cohort
• 12. Redefining Success
  • Success Is a System
    • Successful Systems Have Enabling Constraints
    • Successful Systems Solve Root Causes
    • Successful Systems Equalize Impact
    • Successful Systems Generate Knowledge Flow
  • Your Practice: Success Is a Paradigm Shift
  • Qualities of Success
  • Success for MAGO
  • Support for Your Practice: Objectives for Systems Leaders
    • Objective: Cultivate Conceptual Integrity in Solution Recommendations
    • Objective: Improve Knowledge Stock
    • Objective: Improve Knowledge Flow
  • Dancing with Systems
• Further Resources
  • Books
  • Articles
  • Tools & Approaches
• Glossary
• Index

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