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4.3.1 The Barriers to Systems Thinking
Author(s) -
Beasley Richard
Publication year - 2012
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2012.tb01353.x
Subject(s) - rework , systems thinking , scope (computer science) , critical systems thinking , value (mathematics) , work (physics) , computer science , system of systems engineering , system of systems , engineering ethics , management science , engineering management , engineering , systems design , critical thinking , systems engineering , artificial intelligence , sociology , mechanical engineering , pedagogy , machine learning , embedded system , programming language
System Thinking is a pre‐requisite to effective Systems Engineering, and is one of the hardest elements to recognize, develop and use. This paper argues that this is because Systems Thinking is hard, and actually unnatural. There are barriers in the way the human brain is pre‐disposed to act, and the current state of engineering can also be a barrier to Systems Thinking. To deliver the value promised by Systems Engineering recognizing these difficulties, and overcoming them is essential. Based on experience implementing effective and explicit Systems Engineering into Rolls‐Royce plc the author suggests some ideas on overcoming the barriers. Systems Engineering's greatest value comes from effective pre‐work in the early stages of projects. But the most effective place to learn the approach and quickly see the benefits is solving the problems (rework) created by its initial absence, as the scope is reduced. Systems Thinking needs to be integrated into the processes, the knowledge and the roles within the organisation. Effective leadership setting the expectation that Systems Thinking will be done is equally vital.