SYSTEMS TOOLS FOR
COMPLEX HEALTH
SYSTEMS:
A GUIDE TO CREATING
CAUSAL LOOP DIAGRAMS
Five sessions
1. An introduction to Systems Thinking
2. Developing a Rich Picture
3. Creating Interrelationship Digraphs
4. Surfacing Causal Loop Diagrams
5. Applying Systems Thinking Tools
Session One 2
SESSION ONE
INTRODUCTION TO
SYSTEMS THINKING
Five sessions
1. An introduction to Systems Thinking
2. Developing a Rich Picture
3. Creating Interrelationship Digraphs
4. Surfacing Causal Loop Diagrams
5. Applying Systems Thinking Tools
Session One 4
Session outline
• The complexity of health systems
• Thinking about “systems”
• What is systems thinking?
• How can systems thinking help us address health
system challenges?
• Introducing systems thinking tools
Session One 5
Session outline
• The complexity of health systems
• Thinking about “systems”
• What is systems thinking?
• How can systems thinking help us address health
system challenges?
• Introducing systems thinking tools
Session One 6
Working in health systems...
• What is our current reality?
• How has this changed over time?
Session One 7
Current reality for health systems
“practitioners”
Prior context Current context
• Discipline-based expertise • Focus on Health system
(e.g., epidemiology) strengthening
• Disease-focused initiatives • Inter- and multi-disciplinary
• Disease-focused teams and teamwork
units • Collaborative partnerships
• Donors/agencies working in and joint planning
parallel • Complex flows of funding,
• Donor-driven programs information and
communication channels
• Increased use of technology
• Country-owned sustainable
national health strategies
Session One 8
How do we understand our
reality?
Events and Tasks
What is happening now?
Symptoms Crises
How do patterns play out
Patterns Trends
over time and space?
Systems What are the drivers
and Structure and deep structures?
How are they related?
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
Patterns Trends Anticipating
Systems Designing
and Structure
Unwritten Rules
Reward
Systems Political dynamics
Hargreaves M, 2010
Session One 10
Session outline
• The complexity of health systems
• Thinking about “systems”
• What is systems thinking?
• How can systems thinking help us address health
system challenges?
• Introducing systems thinking tools
Session One 11
Elements of a system
Components/ Inter-
Function
Variables connections
Session One 12
What is a system?
• System: an assembly of components connected
together in an organized way
– Components are affected by being in the system and are
changed if they leave it
• Assembly of components does something
– Assembly has been identified by someone as being
of interest
Session One 13
What is a system?
“ The central concept “system” embodies the
idea of a set of elements connected together
which form a whole, this showing properties
which are properties of the whole, rather
”
than properties of its component parts.
(Checkland, 1981)
Session One 14
Thinking about systems
• A system is more than the sum of its parts.
• How a system behaves and performs is determined
by its components, the relationships amongst these
components and resultant structure of the system.
• System behavior reveals itself as a series of events
over time.
Session One 15
Thinking about systems
Distinguish between systems based on:
• degree of certainty about the link between cause and
effect amongst variables in the system
and
• degree of agreement as to the best course of action
in a situation in order to produce a consistent
outcome
Session One 16
Thinking about systems
Low
Complex
systems
Degree of agreement
Random
systems
Simple
systems
High
High Degree of certainty Low
Mills A, 2010
Session One 17
General types of systems
• Simple (puzzle)
• Complicated (problem)
• Complex (mess)
Session One 18
Simple (puzzle) systems
Following a recipe
• The recipe is essential
• Recipes are tested to assure
replicability of later efforts
• No particular expertise required;
knowing how to cook increases
success
• Recipe notes the quantity and
nature of “parts” needed
• Recipes produce standard
products
• Certainty of same results every
time
Freedman, 2008.
Session One 19
Complicated (problem)
systems
Sending a rocket to the moon
• Formulae are critical and necessary
• Sending one rocket increases
assurance that next will be ok
• High level of expertise in many
specialized fields + coordination
• Separate into parts and then
coordinate
• Rockets similar in critical ways
• High degree of certainty of outcome
Freedman, 2008.
Session One 20
Complex (mess) systems
Raising a Child
• Formulae have only a limited application
• Raising one child gives no assurance of success with the next
• Expertise can help but is not sufficient - relationships are key
• Can’t separate parts from the whole
• Every child is unique
• Uncertainty of outcome remains
Freedman, 2008.
Session One 21
Simple, complicated or
complex?
• Collaborating with partners?
• Implementing a supply chain system?
• Strengthening adherence to anti- retrovirals?
Session One 22
What is a Complex Adaptive
System?
“ A complex adaptive system is a collection of
individual actors with freedom to act in
ways that are often not predictable, and
whose actions are interconnected, so that
one agent's actions changes the context for
other agents
”
(Plesk 2001)
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
Methods for addressing health system problems are
designed as though the health system is merely
complicated
Session One 24
Session outline
• The complexity of health systems
• Thinking about “systems”
• What is systems thinking?
• How can systems thinking help us address health
system challenges?
• Introducing systems thinking tools
Session One 25
What is systems thinking?
“ Systems thinking is a discipline for seeing
wholes, recognizing patterns and
interrelationships, and learning how to
structure those interrelationships in more
”
effective, efficient ways.
(Senge & Lannon-Kim 1991)
Session One 26
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)
Session One 27
What is systems thinking?
It is a way of thinking in approaching problems and in
designing solutions that …
…allows the identification of solutions that
simultaneously address different problem areas and
leverage improvement throughout the system.
Allen W, 2013
Session One 28
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?
Systems What are the drivers
and Structure and deep structures?
How are they related?
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?
Systems What are the drivers
and Structure and deep structures?
How are they related?
Hargreaves M, 2010
Session One 30
Session outline
• The complexity of health systems
• Thinking about “systems”
• What is systems thinking?
• How can systems thinking help us
address health system challenges?
• Introducing systems thinking tools
Session One 31
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
Session One 32
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
WorldSession One 2007
Health Organization. 35
Expanding our vision of health
systems
From:
• Patients
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
Session One 37
Expanding our vision of health
systems
From
• technical interventions
Towards
• understanding implementation within an enabling
environment
Session One 38
THINK
differently
Session One 39
Think differently
“ We cannot solve our
problems with the
same thinking we used
when we created
them. ”
(Albert Einstein)
Session One 40
Think differently
Systems thinking is an ordered, methodological
approach to understanding problem situations and
identifying solutions to these problems.
It takes into account both the “forest and the trees”
through a process of synthesis, analysis and inquiry.
Edson R, 2008
Session One 41
Think differently
Without Systems Thinking…
We risk doing the wrong things with greater and
greater efficiency rather than establishing what is the
right thing to be doing.
“It is better to do the right
thing imperfectly than to keep
doing the wrong thing better
and better.”
(Russell Ackoff, 1995)
Session One 42
Think differently
Without Systems Thinking…
We are at risk of committing a Type III Error - the
right answer for the wrong question
(Schwartz 1999)
In other words we have the perfect solution for
a problem that has not been adequately
understood
Session One 43
ACT
differently
Session One 44
Act differently
“We need new ways of thinking and of working
in order to accommodate the complexity of
the challenges in and urgent need for health
system innovation and change.”
(Herbert and Best, 2011)
Adam Session
T, 2012 One 45
Act differently
“ Accept that systems thinking is about dealing
with the inevitable lack of
comprehensiveness, and is not the means to
achieve comprehensiveness ”
(Midgley & Richardson, 2007)
Midgley G, 2007
Session One 46
Act differently
We need systems thinking tools that will assist us to:
• 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
Session One 47
Act differently
Systems thinking tools enable three functions:
Synthesis: putting together, assessing the system as a whole in
its environment/context e.g., Rich Picture, Interrelationship Digraph
Analysis: (combined with synthesis) – understanding the detail
and how the components fit together within a context e.g.
Systems Map, Causal Loop Diagrams
Inquiry: developing robust interventions through a systemic
investigation e.g. Systems Dynamic Modeling, Scenario Planning
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
Session One 49
Session Outline
• The complexity of health systems
• Thinking about “systems”
• What is systems thinking?
• How can systems thinking help us address health
system challenges?
• Introducing (a few) systems thinking
tools
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
Session One 51
What we will do
Create and use our own causal loop diagrams
To end up here…
Session One 52
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
Session One 53
Rich picture
Session One 54
Then we will
• Explore how these elements/variables relate to one
another
• Resist coming to a quick conclusion and once again
surface and test our assumptions
• Identify the major drivers and outcomes in our
system
To do this we develop an INTERRELATIONSHIP
DIGRAPH
Session One 55
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
Prioritization of Level of Infrastructure
(Maternal) Health in
Domestic Policy
Level of Corruption
Presence of Conflict
Amount of International
Government Financial Funding
Resources
Session One 56
And only then…
… do we surface a CAUSAL LOOP DIAGRAM
• Informed by our Rich Picture, Interrelationship
Digraphs
• Considering both short and long-term consequences
• Understanding the system structure to identify
possible leverage actions
Session One 57
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
Session One 58
Always remembering that
“ All models are wrong, some are useful ”
(Attributed to George Box)
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
Presentation developed by Helen de Pinho MBBCh, MBA, FCPH
assisted by Anna M. Larsen BS, MPH
Averting Maternal Death and Disability Program (AMDD)
Heilbrunn Department of Population and Family Health
Mailman School of Public Health
This work was coordinated by the Alliance for Health Policy and Systems
Columbia Research,
University
the World Health Organization, with the aid of a grant from the
International Development Research Centre, Ottawa,
February Canada.
2015
February 2015
Session One 61
