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The primary intent of this chapter is to get an appreciation for systems thinking terminology, mindset, and the structured approach to real-world complex systems. We present three man-made systems that require systems thinking to understand and influence: air traffic control, the US justice system, and a warfighting system. For each system, we try to better understand the complexity by identifying their relevant systems (context system, system of interest, and enabling systems) and highlight their main: (1) elements, interconnects, and purpose; (2) influence of purpose, structure, and behavior on each other; (3) boundaries of the context system, system of interest (SoI), and enabling systems; (4) life cycle and evolution; (5) interaction and feedback within and between the relevant systems; (6) architectural decisions impacted by mental models; and (7) sensitivity to human reach. This chapter does not try to say that things were not complex before. But it is recognizing that they are getting harder to predict, manage, fund, and execute. Systems thinking is not a magic wand that solves complex systems’ problems. It gives us the tools and a framework to understand complex systems and problems arising from systems and possible solutions to solving problems. Creating a systems thinking culture is a key enabler of adopting systems thinking principles, framework, methodology, and tools to solve complex problems.

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Introducing Systems Thinking Terms and Concepts Using Man-Made Systems

  • 章节

  • 发表日期：

    2025年

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  • Kamran Eftekhari Shahroudi,
  • Steven Conrad,
  • Jill Speece,
  • Kirk Reinholtz,
  • Martin “Trae” Span,
  • Sarwat Chappell,
  • Quentin Saulter,
  • Golam M Bokhtier

摘要

The primary intent of this chapter is to get an appreciation for systems thinking terminology, mindset, and the structured approach to real-world complex systems. We present three man-made systems that require systems thinking to understand and influence: air traffic control, the US justice system, and a warfighting system. For each system, we try to better understand the complexity by identifying their relevant systems (context system, system of interest, and enabling systems) and highlight their main: (1) elements, interconnects, and purpose; (2) influence of purpose, structure, and behavior on each other; (3) boundaries of the context system, system of interest (SoI), and enabling systems; (4) life cycle and evolution; (5) interaction and feedback within and between the relevant systems; (6) architectural decisions impacted by mental models; and (7) sensitivity to human reach. This chapter does not try to say that things were not complex before. But it is recognizing that they are getting harder to predict, manage, fund, and execute. Systems thinking is not a magic wand that solves complex systems’ problems. It gives us the tools and a framework to understand complex systems and problems arising from systems and possible solutions to solving problems. Creating a systems thinking culture is a key enabler of adopting systems thinking principles, framework, methodology, and tools to solve complex problems.