ESRM 450Wildlife Ecology and Conservation
SYSTEMS THINKING
Developing Frameworks for Understanding, Analysis, and
Management
Oregon Dunes National Recreation Area
Siuslaw National Forest
Management areas as systems
Oregon Dunes National Recreation Area
Management challenges include:
• Offroad vehicle use
• Wetlands
• Western snowy plover protection
• Exotic species
• Economic interaction with local community
• Restricted access
Management processes as systems
Eastern Oregon national forests
Plan to increase area of hazardous fuels treatment
Critical issues:• Public involvement and support• Understanding of ecological issues• Effects of management actions• Effects of no actions• Effects on local communities
COMPLEXITYDetail vs. Dynamic
Detail complexity emphasizes variables, inventories, lists, reviews
Dynamic complexity emphasizes connections, interrelationships, synergies, collaboration; may have unintended or unexpected consequences
SYSTEMS THINKING
Systems thinking goes beyond linear and nonlinear thinking to look for “ripple effects” throughout the system; true integrative thinking that can manipulate mental models to explore relationships and possibilities.
Types of systems• Natural system (organisms)• Designed physical system (machine)• Designed biological system (agriculture)• Designed abstract system (mathematics)• Human activity system (an organization)
BEYOND STATIC SYSTEMS
Emergent properties
Hierarchy
Communication
Controls
Transformation of inputs into outputs of the system itself
COMPARING LINEAR, NONLINEAR, AND SYSTEMS THINKING
Linear Nonlinear SystemsStructure Chaos Relationships
Problem solving Order, no predictability Associations
Hypothesis testing Randomness Unpredictability
Cause and effect High complexity Qualitative
Reductionist Multi-directional Quantitative
Rationality Iteration Emergence
Quantitative Qualitative Multi-directional
Comparison Transformation
Feedback
SOME SYSTEMS THINKING QUESTIONS
What kind of systems model is being used?
Where is the system bounded?
What happens when the boundary changes?
Which dynamic forces drive the system?
What are the key emergent properties?
SOME SYSTEM MAPPING QUESTIONS
Does the map highlight driving forces and key aspects of the system?
Does the map illustrate dynamic complexity and detail complexity?
Can the map be used in a public meeting and with a planning team?
Does the map promote common understanding and foster learning?
How can organizations use team learning?
Team learning differentiates successful and unsuccessful organizations. If teams do not learn, then the organization cannot learn.
Examples of decision-making teams:
• Management teams• Crisis teams• Interdisciplinary teams
Learning Teams and Systems Thinking
Ongoing discussions
Mutual learning
Willingness to test ideas
Constructive skepticism
Advocacy and inquiry
Seeking the unpredictable
Quantitative and qualitative
Looking for connections and relationships
Awareness of external and internal pressures
Is a coffee maker a system?
Can we develop a system map of the coffee maker?
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