Systemic Science Laboratory

• Introduction to the systems approach: The difference between systems thinking and linear thinking. Holism vs. reductionism.

• Basic concepts of systems analysis: System, element, relationship, structure, function, goal, environment, emergence, feedback.

• System typologies: Simple and complex, open and closed, deterministic and probabilistic.

• System laws and principles: Law of requisite variety (Ashby), the principle of leverage, the law of hierarchical compensation.

• Thinking in cause-and-effect relationships: Building and analyzing chains of influence.

• Modeling mental models: Identifying and testing deep beliefs that determine the behavior of the system.

• Each element of the system, in addition to its own properties, acquires some of the properties of the system.

• Not all relationships between elements of the system are obvious and easily noticeable.

• Changing one element of the system leads to a change in the entire system.

• The system is influenced by both internal and external factors.

• Larger systems influence changes in smaller ones.

• Evolving, the system passes from one stable state to another.

• The degree of influence of one element on the system is determined by the number of its interrelations with other elements.

• The rate of change in the system is determined by the speed of the slowest element.

• The interaction of elements in the system is patterned: it is repeated in a strictly defined order in strictly defined time intervals.

• Interactions can be of short and long order.

• The more elements are included in one pattern and the more complex their interaction, the greater the delay in feedback.

• Fundamentals of the methodology of G.P. Shchedrovitsky: Concepts of thought activity, thinking, activity, communication.

• Schematization as a key method: The language of schemes. Construction of schemes of thought activity (SMA), act of activity, knowledge.

• Problematization and task setting: Methods for identifying and formulating systemic problems and contradictions.

• Organizational activity games (OAG): Methodology for conducting and moderating for collective solution of complex problems.

• Positional analysis: Identification and coordination of positions in teamwork.

• Reflection: Methods for organizing reflexive processes for analysis and correction of activities.

• Ascent from the abstract to the concrete.

• Fundamentals of business modeling: Value proposition, value streams, customer segments.

• Templates and tools: Business Model Canvas, Value Proposition Canvas, Lean Canvas.

• Business process architecture: Allocation, description, analysis and reengineering of processes (BPMN, IDEF0).

• Systems analysis of organizational structures: Identification of bottlenecks, duplication of functions, communication gaps.

• Management by objectives and key indicators (OKR, KPI): Building a balanced scorecard.

• Modeling business architecture: Components, interrelations, development principles.

• Fundamentals of Goldratt's Theory of Constraints: The concept of a constraint ("bottleneck").

• Five focused steps of TOC: Identify, exploit, subordinate, unravel, repeat.

• TOC logical tools: Current Reality Tree (CRT), Conflict Resolution Diagram, Future Reality Tree (FRT).

• Lean philosophy: Value and waste (8 types of muda).

• Lean tools: Value Stream Mapping, 5S, Kanban, Just-in-Time (JIT).

• Kaizen: Principles of continuous improvement.

• Synthesis of TOC and Lean: An Integrated Approach to System Optimization.

• Concept Maps

• Causal Loop Diagrams

• Fishbone Diagrams (Ishikawa)

• DAG Diagrams (Directed Acyclic Graph)

• System Archetypes (by Peter Senge)

• Morphological Analysis

• SCAMPER