CSE in practice – Consultancy case: Recommendations for implementing CSE
Adaptive Leadership for Transforming Business

After this lesson you are expected to be capable of distinguishing complexity from complicated and simple problems. 

For that please carefully read:

Snowden, D. J., & Boone, M. E. (2007). A Leader’s Framework for Decision Making. Harvard Business Review, 85(11), 68–76, 149.

The following video gives you a theoretical overview of Complexity Theory to help understand complex business environments.

Learn to draw systems dynamics through feedback loops

Systems can be better understood via mapping techniques followed by analyses to understand the dynamics and interactions of change.

Drawing Causal Loops

Using arrows and plus and minus signs is a means to portray situations of complex interdependence:

Watch videos below to learn about drawing causal (feedback) loops.

Causal Loop Diagram (CLD)

Watch also the following video on Systems Mapping

Please bear in mind the following ‘rules’ when drawing causal loops. Also, bear in mind that there may be more than one way of representing a story.

  • Use nouns rather than verbs (orders shipped instead of to ship)
  • Choose names that can follow phrases such as: level of, amount of, number of
  • Use neutral or positive terms (job satisfaction instead of job dissatisfaction)
  • Variables can be concrete things (buildings) as well as intangibles (morale)

Also, refer to

Guidelines for Drawing Causal Loop Diagrams by Daniel H. Kim

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