A Systemic Approach to Organisation Design & Change Management
summary
Argues organisations behave as complex systems and shows a repeatable practice: map causes and effects with causal loop diagrams to reveal self-reinforcing traps (for example, calling in external experts that reduce teams’ self-discovery). Teaches three lightweight levers—visualization WIP limits feedback loops—and reports teams that adopt them drop expensive rituals, rebuild their own Scrum, stop refinement, and start requesting sprint-goal prep, demonstrating empiricism through small experiments and measurable behavioural change.
AI-written summary · about
chapters (7)
- 0:00Empiricism and systemic thinking
- 3:22Organizations as complex systems
- 14:00Exercise: causal loop diagrams
- 37:14Causes to feedback loops
- 55:40Empiricism in agile transformations
- 1:08:52Personal agile principles
- 1:18:12Q&A
related talks
33mHuman System Design Testing
42mIt's simply not that simple - navigating complexity with curiosity and connectio...
11mLeading software teams with systems thinking
34mSystems Thinking For Dev Organisations
37mSystems Thinking for Dev Organisations - Lian Li
59mConquer Chaos - Design Your Business for Agility
51mManaging Agile: Transforming the Three Dysfunctions of Management
28mFinding better problems