Resources
Please search or filter the resources to find those of interest to you. If you are a non-member, you will not be able to see all the videos and presentations from past SCiO Open Meetings.
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Having passed my Systems Thinking Practitioner apprenticeship, I will share my experiences of the course and how, as my skill set developed I was able to apply these to work based projects. Disability inequality in the healthcare workforce is a subject close to my heart and I seized on the opportunity to utilise systems thinking approaches to reveal a new perspective on the problem in order to identify possibilities for appropriately targete... Read more
In this talk, Dr Tim Curtis will consider Ackoff’s Interactive Planning as a model of interorganisational change. He will discuss his decade of collaboration with community police officers to identify whether IP was the primary model used, and what other influences were involved.
The operations of the world are dominated by two artificial human creations: corporations and states. Corporations mostly operate according to the precepts of the global monetary system and neoliberal economics, where money is all and the environment an externality. States attempt regulation for the latter, but are neutered by the system of preferential lobbying.
Despite wetter and hotter warnings, these systems continue on a classic reinf... Read more
Patrick Hoverstadt will talk about modelling business ecosystems. There is a lot of talk about Business Ecosystems, but much of the theory and practice is actually just a reworking and renaming of old supply chain models. We’ll argue that business ecosystems are very like biological ecosystems with the full range of predators, prey, food chains, parasitic behaviour, keystone actors etc. The talk will cover some techniques we have used for modelli... Read more
Russ presents the findings from his doctoral research into managers as agents of change across large organisations. Essentially, the five behaviours that update the role of the manager from guardian of a resource (project, team, or department) to transformer of the system. How would their bosses measure that, you may ask. The answer is ‘ambidexterity’ – being good at both exploring new knowledge andrunning the business as usual (BA... Read more
Forming alternatives to established economic, technological or political systems, whatever their composition of organisations or institutions, can be difficult, and such alternatives can be susceptible or vulnerable to the 'establishment'. This presentation explores how we can use the Viable System Model as a diagnostic, from data gathered about a number of outsider organisations through dialogue, insider research, or remote research, to evaluate... Read more
Abstract: The “Relocalize Creativity" initiative aims to empower citizens to use causal loop diagrams to see the system that is their community. This enables them to have more meaningful conversations, identify leverage points, make informed choices and act together to become more creative and resilient learning communities. Our aim is to take this one idea to one million neighbourhoods - one neighbourhood at a time - via an expon... Read more
As a new systems practitioner, designing and running a systemic intervention requires not just new knowledge, but also a broad skill set. Using a worked example, this talk will explore how the intervention was designed and implemented, what felt really important in that work, and what impact this all has on the viability of the organisation.
Als drijvende kracht achter het Sustainability Program binnen Sweco heeft Kathleen Van de Werf een uniek coaching weefsel opgezet. Het is erop gericht om de verschillende projecten binnen Sweco te koppelen aan een meer omvattende ambitie: Transforming Society Together.Sweco is Europa’s grootste ingenieurs- en advies- en ontwerpbureau dat vorm geeft aan de duurzame gemeenschappen en steden van de toekomst. Samen met haar klanten en de collectieve ... Read more
The session explores the discovery of organisational systems, how we can see submerged patterns of co-creation and interdependence, as well as models and paradigms for change, and how those can be challenged. It touches on the difficulties leaders have in solving problems; those they think they have, rather than those they actually have, and how leaders miss systemic patterns within their organisations, including those they are involved in creati... Read more