We don't optimize systems — we redesign reality. See the hidden connections, master the patterns, and become the architect of your life.
Research areas of study
• 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