Open Meeting and AGM - Summer 2018

London, UK
Event date: 
Monday, July 16, 2018
09:30 - 17:00
Open Meeting
London - BT Centre, 81 Newgate Street, London, EC1A 7AJ
(All Welcome)
Event Details: 

An open meeting where a series of presentations of general interest regarding systems practice will be given - this will include 'craft' and active sessions, as well as introductions to theory.

Please note that places fill up quickly for these events. It is advised that you book asap if you intend to come along. Please book via Eventbrite: to avoid disappointment.

09:30 - an introduction to the viable system model. Main presentations start at 10:00.

Please note that the AGM will follow on from the open day (for members)

Session: Peter Lacey - System Dynamics in healthcare

Peter will provide insights from the use System Dynamics modelling over a 20yr career in health and social care consultancy.  He will provide people with a walk through of some existing models (see here) and explore some of the pitfalls and benefits of the approach.  There will be an opportunity to explore both quantitative and qualitative elements of systems and how they feature in SD modelling against a background of the culture and expectations of the health and care system today.

Session: Jonathan Higginbottom - Enterprise Architecture and Bi-Modal transformation

Jonathan will talk about his experiences in designing and managing IT led transformations that use a combination of both waterfall and agile approaches and the issues of dealing with these two very different project methodologies in parallel.

Session: Curtis Brackenbury - The Cybernetics of Neuro-Linguistic Programming

In elite sport recognition skills, pattern recall and decision-making are critical success skills that impact the outcome of a game. How good the decisions are, is determined not only by the quality of information available and the quality experience athletes draw or on the athlete’s self interest, memory and outside stimulus but the relationship between the coach and the athlete.

The hockey coach / athlete relationship can be visualized as a cybernetic loop in which meaning is constructed through reciprocal feedback. The first feedback loop enables a coach/athlete or team to learn a pattern of behavior that is appropriate for a particular environment.  This is an observation action cycle in which observations of what is going on plus what has gone in similar situations informs decision making. The second feedback loop enables the coach/athlete or team to take a break in the action. It occurs because they recognized that the environment has changed and that in order for them to survive/win a new pattern of behavior is required immediately. They then revert back to the first loop.  

The cybernetic loop is also used by coaches to not only create an environment that is conducive to learning but be flexible enough to see the athletes for who they are rather than being emotionally driven by what they expect them to be. This developmental coach athlete relationship provides a scaffolding of connection and nurturance while pushing the envelope to support further exploration. The athletes learns with the attuned coaches support that they can tolerate what initially appeared to be intolerable thus widen their window of tolerance. This adaptation leads to a positive change in their behavior traits and an opportunity to reach their goals.

Session: John Rogers - The pain, the potential and the need for paracetamol: bringing systems thinking to complex soft systems for vulnerable people

Wiltshire Council has been using systems thinking as its improvement approach for eleven years; over that time the council has applied the approach with its principal delivery partners in increasingly large systems. One reason for this evolution is that the approach has proved better at tackling complex ‘hard to solve’ problems than other methods (which often did the opposite).

Over the last 18 months, we have focused our keenest attention on where the system is the poorest fit for those for whom it is intended. The evidence is clear that the system could be better – the tricky question we now face is what to do about it.

In this presentation and discussion session I’ll bring our findings and thinking to date, and hope to come away with more that I brought….

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