Jawn Lam

Holistic Systems Mapper

Problem Solving & Decision MakingEssay4 min read

A map for visualizing a process within its broader operational and strategic context.

Builds on Rummler and Brache's super-system map (Geary A. Rummler and Alan P. Brache, Improving Performance, 1990) and W. Edwards Deming's production-as-a-system diagram (1950; Out of the Crisis, 1986) as carried into Six Sigma's SIPOC, with S. I. Hayakawa's ladder of abstraction (Language in Action, 1941) applied at every ring.

What it is for

The purpose of the Holistic Systems Mapper thinking tool is to provide a comprehensive and structured approach to understanding complex systems and processes. It's designed to help users:

  1. Identify and examine the central process of focus to gain a deep understanding of its intricacies.
  2. Map direct interactions and assess immediate elements that influence the central process.
  3. Evaluate related processes that indirectly impact the central focus area.
  4. Assess the influence of external factors that shape the overall environment in which the process operates.
  5. Analyze outcomes and feedback loops to understand the effectiveness of the process and areas for improvement.
  6. Engage in hierarchical mapping to visualize the process within the broader context and identify dependencies.
  7. Synthesize insights from group discussions to uncover patterns and potential innovations.
  8. Develop an action plan to address identified issues and enhance the central process and its connected elements.

This tool is particularly useful for visualizing a process within its broader operational and strategic context, allowing for more effective planning and problem-solving. It's suitable for workshops and collaborative sessions where a diverse group of stakeholders can contribute their perspectives, leading to a more nuanced and holistic understanding of complex systems.

Why use it

Getting a conceptual grasp of the entire picture is not an easy task. Oftentimes we can get myopic due to our intense focus on our own domain of expertise. Having a specialty is important. But when solving problems, it's important to make sure the solutions we propose will be well integrated into the entire system as a whole. This thinking tool will help you keep the following perspectives in mind as you go about your problem-solving process.

  1. Central Process. Identify the key process you're focusing on. For example, instead of "Manufacturing of smartphones," consider "Assembly of electronic devices."
  2. Immediate Elements. Note elements directly interacting with your process. Replace "Suppliers of smartphone components" with "Providers of electronic parts."
  3. Related Processes. Consider processes that are connected to but not directly a part of your central process. Swap "Quality control of smartphone manufacturing" for "Inspection of electronic assembly."
  4. External Influences. Identify broader factors impacting your process. Instead of "Global demand for smartphones," think "Worldwide market trends for electronics."
  5. Outcome and Feedback. Determine the results and feedback loops of your process. Change "Consumer satisfaction with smartphones" to "User satisfaction with electronic devices."

This approach helps you visualize your process within its broader system, aiding in comprehensive understanding and strategic planning.

How to use it

  1. Central Process Identification. Begin by clearly identifying the central process that is the focus of your session. Example: Transition from "Manufacturing of smartphones" to "Assembly of electronic devices."
  2. Immediate Elements Mapping. Map out and list all elements that directly interact with your central process. Replace specific instances like "Suppliers of smartphone components" with broader terms like "Providers of electronic parts."
  3. Related Processes Evaluation. Identify and note down processes related to, but not directly a part of, your central process. For instance, change "Quality control in smartphone manufacturing" to "Inspection of electronic assembly."
  4. External Influences Assessment. Determine broader external factors that impact your process. Shift focus from narrow aspects like "Global demand for smartphones" to more expansive ones like "Worldwide market trends for electronics."
  5. Outcome and Feedback Analysis. Analyze and list the outcomes and feedback loops of your central process. Modify specific results such as "Consumer satisfaction with smartphones" to more general ones like "User satisfaction with electronic devices."
  6. Hierarchical Mapping. Use the provided template to map these elements in a hierarchical manner. Start with the central process and expand upward to broader components and downward to narrower ones.
  7. Interactive Discussion. Facilitate a group discussion for each level of the hierarchy. Encourage participants to contribute their insights and perspectives at each stage.
  8. Synthesis and Insight Generation. Summarize the insights from the discussion. Look for patterns, interconnections, and potential areas for innovation or improvement.
  9. Action Plan Development. Based on the insights, develop an action plan. Assign responsibilities and establish timelines for addressing the central process and its related components.

The process at the center and the twelve layers around it

Twelve layers, from the process itself out to the organization's strategy, with each sub-analysis, its key question, the technique to apply, and the attribute it affects. Tick the questions that fit your process and copy them, or let the figure pick three.

1 question picked0 questions picked

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Three questions drawn at random will show here.
  1. Alignment with organizational goals and vision. How does this process align with the broader organizational goals?
  2. Alignment with organizational goals and vision. How does this process align with the broader organizational goals?
  3. Alignment with organizational goals and vision. How does this process align with the broader organizational goals?

Central Process Focus

  1. Application technique: Detailed process mapping. Intersecting attribute: Efficiency and effectiveness metrics.
  2. Application technique: Lean Six Sigma methodologies. Intersecting attribute: Workflow optimization opportunities.

Direct Interaction Elements

  1. Application technique: Supplier and partner profiling. Intersecting attribute: Supply chain and partnership dynamics.
  2. Application technique: Customer journey mapping. Intersecting attribute: Customer experience and satisfaction metrics.

Related and Secondary Processes

  1. Application technique: Process interconnection mapping. Intersecting attribute: Cross-functional collaboration benefits.
  2. Application technique: Competitive analysis workshops. Intersecting attribute: Best practices and industry benchmarking insights.

External Influences and Macro Factors

  1. Application technique: Regulatory compliance mapping. Intersecting attribute: Risk assessment and legal implications.
  2. Application technique: Socio-economic impact studies. Intersecting attribute: Social responsibility and economic impact considerations.

Outcomes and Feedback Loops

  1. Application technique: Balanced scorecard implementation. Intersecting attribute: Key performance indicators and performance improvement areas.
  2. Application technique: Feedback integration workshops. Intersecting attribute: Adaptability and responsiveness to feedback.

Hierarchical Context Mapping

  1. Application technique: Systemic mapping across multiple levels. Intersecting attribute: Inter-level dependencies and influence.
  2. Application technique: Cross-functional team analysis and workshops. Intersecting attribute: Team dynamics and interdisciplinary synergy.

Stakeholder Impact Analysis

  1. Application technique: Detailed stakeholder analysis. Intersecting attribute: Stakeholder needs alignment with process objectives.
  2. Application technique: Influence/power matrix development. Intersecting attribute: Alignment of stakeholder influence with process goals.

Process Evolution Timeline

  1. Application technique: Historical data analysis and trend forecasting. Intersecting attribute: Trend impact on future process developments.
  2. Application technique: Scenario planning and adaptability workshops. Intersecting attribute: Strategic positioning for future adaptability.

Scenario Planning for Each Layer

  1. Application technique: Situation modeling and impact analysis. Intersecting attribute: Preparedness and response strategies for hypotheticals.
  2. Application technique: Risk assessment and opportunity exploration workshops. Intersecting attribute: Proactive risk management and opportunity leveraging.

Integration and Synergy Opportunities

  1. Application technique: System integration planning and execution. Intersecting attribute: Enhanced process efficiency and effectiveness through integration.
  2. Application technique: Cross-layer synergy workshops and brainstorming. Intersecting attribute: Identification of synergy-based process improvements.

Strategic Alignment and Vision Realization

  1. Application technique: Alignment workshops and vision mapping. Intersecting attribute: Cohesion between process objectives and organizational vision.
  2. Application technique: Long-term strategy development sessions. Intersecting attribute: Strategic trajectory and roadmap development.

Process Innovation and Continuous Improvement

  1. Application technique: Continuous improvement workshops and process audits. Intersecting attribute: Process efficiency gains and innovation opportunities.
  2. Application technique: Innovation brainstorming and implementation strategies. Intersecting attribute: Competitive advantage through innovation and continuous improvement.

Where it fits

The process recommends it at Mapping the System Around the Problem, the third step of the Learn phase. It maps the process in context; it draws no feedback loops, so where the system's loops are the point, a causal loop diagram does that work.

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