From Quick Fixes to Lasting Change: Blending Systems Thinking with Design Thinking
Iceberg to Ideas Miro template
Over the last decade or so I’ve found myself immersed in the world of Design Thinking, falling for the human-centred approach with its emphasis on deeper analysis and asking ‘why?’, I could easily relate to a structured approach to empathy, ideation and rapid prototyping, it just made total sense in terms of hunting down problems and generating innovative solutions. Making things people really want and need.
As I moved into roles that required more of a strategic thinking angle I found it invaluable, and the mindset, tools and techniques seemed to resonate with people in many different roles across many types of organisations.
However, a recent encounter with Systems Thinking opened my eyes to an even more holistic way of understanding and addressing big and persistent challenges.
discovering systems thinking
Systems Thinking was introduced to me somewhat serendipitously by a friend and occasional colleague via a passing comment. Intrigued I felt I needed to know more about Systems Thinking, so I decided to delve deeper. And as I explored further, I realised that I had been inadvertently incorporating certain elements of a Systems Thinking ‘way’ in my own consulting work. I was already ‘zooming out’ to try and see the bigger picture, making connections, and understanding the 'why' behind the issues we were trying to solve.
However, I think sometimes I was attempting to do this through the lens of Design Thinking, and using Design Thinking tools, which, while powerful, has its limitations when it comes to grasping the full complexity of persistent organisational challenges.
The Value of ‘Thinking in Systems’
Systems Thinking provides a structured approach to identifying and then making positive change by understanding and addressing the underlying issues. It makes a lot of sense as a worldview and as a mindset because it encourages us to see the interconnectedness of all elements within a complex system, enabling us to create more sustainable and effective solutions rather than just treating symptoms.
When we think of systems, what do we mean?
There are natural systems, we understand these as ecological systems, and the well known balancing predator-prey ‘loop’, there are man-made systems such as an economic system - the global economy for example with finance, international trade, inputs and outputs and so on. And of course organisations themselves are (often complex) systems - a company is composed of various interconnected components, such as departments, teams, individuals, processes, and technologies.
Systems Thinking is a way for us to understand that whole system, rather than starting by looking at isolated parts, then recognising patterns, and identifying ‘leverage points’ for interventions that can lead to significant positive change.
(Once you get into the habit of thinking about the world like that, things become really interestin, for example I started looking at the recent tourism demonstrations in Barcelona and the Balearics, and considering all the connections between events, stakeholders, relationships and identifying causal loops)
If something is showing up here which part of the system (or organisation for example) is it arising from and why? This perspective shift allows for a deeper understanding of the root causes of problems, rather than just addressing symptoms. (We’ll come to that later…)
So for example, in a workshop setting, instead of just focusing on improving a specific process or product, Systems Thinking encourages us to consider how that process fits into the broader organisational context. It prompts us to ask questions like:
How does this process interact with other processes?
What external factors influence it?
What are the potential unintended consequences of changing it?
A systems map made in Miro, used by the Ministry of Justice in 2020
Iceberg up ahead
You might well ask if there is a handy visual metaphor we can use to illustrate this, and the answer is of course there is!
The events we observe are just the "tip of the iceberg." Beneath these visible events lie deeper layers: patterns of behavior, systemic structures, and underlying mental models.
Events are the immediate, visible outcomes or symptoms we notice.
Patterns are the recurring trends or behaviours that emerge over time.
Systemic Structures are the processes, relationships, and organisational frameworks that shape those patterns.
Mental Models are the deeply held beliefs and assumptions that influence how a system operates.
I found this to be particularly useful as someone who likes to use visualisations a lot in his work (so much so I made a Miroverse template!). The Iceberg model makes it really easy for us to think and ‘see’ the layers to look beyond the surface-level observations so we can begin to uncover the root causes of issues.
Integrating Design Thinking and Systems Thinking
I think there is true power in blending these two approaches to zoom out and zoom in.
Systems Thinking equips us with the tools to understand complex systems, identify root causes, and recognise leverage points. Once we have this holistic understanding, Design Thinking allows us to zoom in on these leverage points and apply human-centered techniques to develop innovative solutions that are also feasible, viable and sustainable.
Here’s how this ‘zoom out/zoom in’ integration can work in practice:
Start with Systems Thinking: Begin by mapping out the system, identifying key components, relationships, and feedback loops. Use tools like causal loop diagrams and systems maps to visualize the system.
Identify Leverage Points: Look for areas within the system where small changes could lead to significant improvements. These are your leverage points.
Apply Design Thinking: Once you’ve identified leverage points, switch to Design Thinking. Conduct user research to understand the needs and pain points of those affected by the system. Ideate and prototype solutions that address these needs, keeping the broader system in mind.
Test and Iterate: Use rapid prototyping and testing to refine your solutions. Gather feedback and be prepared to iterate, ensuring that your solutions not only address user needs but also positively impact the broader system.
In the real world: improving customer service in an organisation
Consider an example where you’re tasked with improving customer service for a large organisation. By starting with Systems Thinking, you map out the entire customer service ‘ecosystem’, identifying key players, processes, and feedback loops.
In the past I’ll admit to trying to do this with Stakeholder Mapping, hitting a bit of a wall and often feeling frustrated. Stakeholder Mapping is essential for human-centred problem framing, because it looks specifically at the people, teams and strength of relationships. At this point and in this scenario it helps need to ‘think bigger’ and take a more holistic look from a higher altitude.
With your map and use of tools such as the Iceberg model to see what patterns, structures and mindsets are revealed above the water line as events, you can clearly identify problem areas. In this example let’s say a major issue was the lack of communication between different departments, leading to delays and frustrations for customers.
At this point it’s worth making an important point about interventions in the system, the ‘leverage points’ mentioned earlier. The late Donella Meadows wrote extensively and in detail about systems thinking, and she talked about a these different leverage points in systems, the place where changes can make a difference. Further, she observed that the ‘deeper’ you go (think about the Iceberg visualisation model) the more long-lasting and impactful the interventions you make will be, but of course the harder they are to implement: mindsets and embedded behaviours are difficult to shift.
So whilst there can of course be value in treating symptoms, it helps to be aware that without tacking root causes this may prove to provide only temporary pain relief.
Let’s intervene!
So now the organisation has looked at itself as a system of inter-connected ‘nodes’, and identified areas to take action, with the goal of making tangible improvements.
Armed with that insight, the HR or Operations team decides to implement a company-wide standardised communication protocol. They choose a popular project management tool and mandate its use across all departments, believing that a unified platform will streamline communication and resolve the issues.
So far, so good right? Let’s just go and deliver it…
Fast forward several weeks, the tool’s rolled out - but wait, they encounter some resistance from employees. Many find the tool hard to use, others continue to use their preferred methods, and some are simply unaware of the new protocol due to insufficient training. As a result, the communication breakdown persists, and the solution does not deliver the expected improvements.
The solution failed because it didn’t fully consider how this new tool would fit into the working practices of the employees, nor understand their specific needs. This is where Design Thinking could have made a crucial difference.
Empathy and problem framing The HR team should have started by conducting interviews and surveys with employees to understand their current communication practices, pain points, and preferences.
Ideation They could have involved employees in brainstorming sessions so they could collaboratively generate ideas more aligned with their needs.
Prototyping and testing Before rolling out a company-wide solution, the HR team could have developed prototypes and tested them with a small group of users to gather valuable feedback and refine accordingly.
This also demonstrates how the lack of deeper understanding gained through design thinking could lead to leaping into a designing a solution without considering in more detail the needs of the users, the business and the new solutions overall sustainability in the longer term.
The result of blending Systems Thinking with Design Thinking would be a solution that people want, one that not only improved customer service but also fostered better inter-departmental collaboration, leading to a more efficient and harmonious organisational environment.
The solution failed because it didn’t fully consider how this new tool would fit into the working practices of the employees, nor understand their specific needs. This is where Design Thinking could have made a crucial difference.
Conclusion
Blending a Systems Thinking approach with Design Thinking offers a powerful way to start thinking about and tackling complex challenges. Systems Thinking provides the big-picture perspective needed to identify root causes and leverage points, while Design Thinking offers the tools to develop and implement user-centered solutions. By integrating these two approaches, we can address underlying issues rather than just symptoms, leading to more sustainable and impactful outcomes.
If you're currently using Design Thinking, I’d encourage you to explore Systems Thinking too, and I have shared a few useful links.
You might find, as I did, that you're already using some of its principles. By consciously integrating the two, you can enhance your problem-solving toolkit and drive meaningful change in your organisation.