Strategy · Systems analysis

Map the system

The visible problem is often one result of a network of causes, incentives, and delays.

Inspired by The Six Disciplines of Strategic Thinking by Michael D. Watkins. This is an original explanation, not a reproduction of the text.

The idea

Linear thinking says A caused B. Systems thinking asks what else changes when A changes, which effects circle back, and how long each response takes. It exposes why a sensible local improvement can damage the whole.

Sketch the important actors, resources, decisions, and flows. Draw arrows for influence. Mark loops that reinforce growth and loops that restore balance. The map need not be perfect; its purpose is to reveal assumptions and delayed consequences.

Make it concrete

A support team closes tickets faster by shortening calls. This improves the weekly metric, but unresolved issues cause repeat contacts, increasing the queue and pressure to shorten calls further. Mapping the loop reveals that first-contact resolution—not call length—is the leverage point.

Keep this: Before pulling a lever, trace what it changes next, what returns later, and who absorbs the cost.

Try it

Draw five elements of a recurring problem and connect them with arrows. Where is there a reinforcing loop? Where does a delay hide the result of an action?