Professional Documents
Culture Documents
COMPLEX HEALTH
SYSTEMS:
A GUIDE TO CREATING
CAUSAL LOOP DIAGRAMS
Five sessions
Session One 2
SESSION ONE
INTRODUCTION TO
SYSTEMS THINKING
Five sessions
Session One 4
Session outline
Session One 5
Session outline
Session One 6
Working in health systems...
Session One 7
Current reality for health systems
“practitioners”
Unwritten Rules
Reward
Systems Political dynamics
Hargreaves M, 2010
Session One 9
How do we respond to our
reality?
Events and Tasks
Fire-fighting
Symptoms Crises
Unwritten Rules
Reward
Systems Political dynamics
Hargreaves M, 2010
Session One 10
Session outline
Session One 11
Elements of a system
Components/ Inter-
Function
Variables connections
Session One 12
What is a system?
Session One 13
What is a system?
(Checkland, 1981)
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Thinking about systems
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Thinking about systems
Distinguish between systems based on:
and
Session One 16
Thinking about systems
Low
Complex
systems
Degree of agreement
Random
systems
Simple
systems
High
Mills A, 2010
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General types of systems
• Simple (puzzle)
• Complicated (problem)
• Complex (mess)
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Simple (puzzle) systems
Following a recipe
Freedman, 2008.
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Complex (mess) systems
Raising a Child
Freedman, 2008.
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Simple, complicated or
complex?
• Collaborating with partners?
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What is a Complex Adaptive
System?
Session One 23
Health systems are complex
systems
Observance of health systems – including findings from
failed interventions – tells us that a health system is a
complex adaptive system
BUT
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Session outline
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What is systems thinking?
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What is systems thinking?
“ It is a way of thinking in approaching problems
and in designing solutions that appreciates the
very nature of complex [adaptive] systems as:
– dynamic, constantly changing,
– governed by history and by feedback,
– where the role and influence of stakeholders
and context is critical, and
– where new policies and actions (of different
stakeholders) often generate
counterintuitive and unpredictable effects,
sometimes long after policies have been
”
implemented – policy resistance.
(Adam 2012)
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What is systems thinking?
Allen W, 2013
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Systems Thinking moves from
this….
Events and Tasks
What is happening now?
Symptoms Crises
How do patterns play out
Patterns Trends over time and space?
Unwritten Rules
Reward
Systems Political dynamics
Hargreaves M, 2010
Session One 29
… to making sense of the
dynamics
Events and Tasks
What is happening now?
Symptoms Crises
How do patterns play out
Patterns Trends over time and space?
Hargreaves M, 2010
Session One 30
Session outline
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Health systems are complex
systems
Applying systems thinking to health system helps to:
• anticipate synergies
• mitigate negative emergent behaviours, policy resistance
and unintended consequences
when
• designing changes in the health system
• evaluating these interventions
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How can “Systems Thinking” help
to understand health systems?
Practitioners need to:
• SEE differently
• THINK differently
• ACT differently
Session One 33
SEE
differently
Session One 34
Expanding our vision of health
systems
From
• Understanding individual health
systems building blocks
To
• Understanding the relationships
amongst building blocks
Towards people:
• who are consumers, taxpayers, citizens and co-
producers of health
and
• who interact with each other and their environment in
complex, adaptive ways
Session One 36
Expanding our vision of health
systems
From
• a sole focus on health outcomes
Towards
• emergent properties that serve to strengthen the health
system including:
• Equity
• Trust
• Responsiveness
• Social and fair financing protection
• Efficiency
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Expanding our vision of health
systems
From
• technical interventions
Towards
• understanding implementation within an enabling
environment
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THINK
differently
Session One 39
Think differently
(Albert Einstein)
Session One 40
Think differently
Edson R, 2008
Session One 41
Think differently
Session One 43
ACT
differently
Session One 44
Act differently
Adam Session
T, 2012 One 45
Act differently
Midgley G, 2007
Session One 46
Act differently
• Challenge assumptions
• Make sense of the complexity
• Model a situation over time
• Identify appropriate leverage points for intervention
• Mitigate policy resistance
• Enable collaboration and sharing
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Act differently
Session One 48
Systems thinking tools
Synthesis
• Understand Whole
System Context
• Determine Boundaries
Inquiry
Analysis
• Identify Leverage
Points • Understand System
Itself within Context
• Develop
Interventions through • Surface & Challenge
Systemic Assumptions
Investigation
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Session Outline
Session One 50
Useful systems thinking tools
• Rich Pictures
• Inter-relationship diagraphs
• Systems maps (causal loop diagrams)
• Systems dynamic modeling
• Agent based modeling
• Network analysis
• Scenario development
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What we will do
Create and use our own causal loop diagrams
To end up here…
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We need to first
• Define the boundaries of our system – seek to
understand the big picture
• Identify the elements/variables in our system
• Understand how these variables might change over
time
• Surface and test our assumptions (consider how our
mental models affect our understanding of the
current reality)
To do all of the above we develop a RICH PICTURE
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Rich picture
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Then we will
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Interrelationship Digraph
Time Until Effective
Care (Third Delay)
Quality of Health
Services
Level of Function of
Referral System
Availability of Medical
Equipment, Supplies &
Size of Health Drugs
Workforce
Level of Corruption
Presence of Conflict
Amount of International
Government Financial Funding
Resources
Session One 56
And only then…
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We use this causal loop
diagram to:
• Understand the system structure giving rise to the
system behavior
• Find where unintended consequences (policy
resistance) emerge
• Explore consequences of proposed action
• Recognize impact of time delays when exploring
relationships
• Identify possible leverage
points for actions
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Always remembering that
Session One 59
References
• Hargreaves M, Parsons B, and Moore M. “Evaluating Complex Systems Initiatives.” Professional
development workshop presented for the National Institutes of Health Evaluation Set-Aside Program,
Evaluation Office, Division of Program Coordination, Planning and Strategic Initiatives, Bethesda, MD,
February 25–26, 2010.
• Checkland P. (1981). Systems Thinking Systems Practice. Chichester: John Wiley.
• Mills A. Complexity science. An Introduction (and invitation) for actuaries. Society of Actuaries. 2010.
• Freedman, ODI presentation, Exploring the science and remains. complexity of aid policy and practice,
London, July 2008.
• Plsek P, Greenhalgh T. Complexity science. The challenge of complexity in health care. BMJ. 2001;323:625–8.
• Senge P, Lannon-Kim C. The Systems Thinker Newsletter. 1991; 2(5).
• Adam T, de Savigny D. Systems thinking for strengthening health systems in LMICs: need for a paradigm
shift Health Policy and Planning 2012;27:iv1–iv3
• Allen W. sparksforchange. Complicated or complex – knowing the difference is important. March 3, 2013.
http://learningforsustainability.net/sparksforchange/complicated-or-complex-knowing-the-difference-is-
important-for-the-management-of-adaptive-systems/
• World Health Organization. Everybody’s Business: Strengthening health systems to improve health
outcomes—WHO’s Framework for Action. Geneva: WHO, 2007, page 3.
• Edson R. Systems Thinking. Applied. A Primer. 2008. Accessed December 2014
http://www.anser.org/docs/systems_thinking_applied.pdf
• Midgley G, Richardson KA (ed.) Systems Thinking for Community Involvement in Policy Analysis Systems
thinking for community involvement in policy analysis E:CO Issue Vol. 9 Nos. 1-2 2007 pp. 167-183
• Foresight – Tackling obesities: future choices
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/296290/obesity-map-full-hi-
res.pdf
Session One 60
Thank you
February 2015
Session One 61