Systems Thinking offers methods for breaking down any problem into its component parts so that you can truly understand its causes and start to formulate solutions. Learn how four concepts—Distinctions, Systems, Relationships, and Perspectives—can help you tackle any professional challenge.

1. M E L A N I E S E I B E R T
CONFAB2019
How Systems Thinking Helps Conquer
Messy Content Problems
Think Like a
Strategist

2. Strategy
D E F I N I T I O N & C O M P O N E N T S

3. How do you define strategy?
@ M e l a n i e _ S e i b e r t

4. Strategy
P L A N
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5. Strategy is about
finding hidden things.
@ M e l a n i e _ S e i b e r t

6. Hidden value
Strengths
Advantages
Opportunities
@ M e l a n i e _ S e i b e r t

7. Hidden risk
Traps
Pitfalls
Obstacles
@ M e l a n i e _ S e i b e r t

8. Strategy
C O M P O N E N T S O F
P L A N
@ M e l a n i e _ S e i b e r t

9. CONCEP
Strategy
T E N S I O N
P L A N
C O M P O N E N T S O F
@ M e l a n i e _ S e i b e r t

10. CONCEP
Strategy
C O M P O N E N T S O F
T E N S I O N
V I S I O N
P L A N
@ M e l a n i e _ S e i b e r t

11. CONCEP
Strategy
C O M P O N E N T S O F
T E N S I O N
V I S I O N
P L A N
I N S I G H T
@ M e l a n i e _ S e i b e r t

12. CONCEP
Strategy
C O M P O N E N T S O F
I N S I G H T
T E N S I O N
V I S I O N
A N A LY S I S
P L A N
@ M e l a n i e _ S e i b e r t

13. CONCEP
Strategy
C O M P O N E N T S O F
I N S I G H T
T E N S I O N
V I S I O N
P L A N
A N A LY S I S
@ M e l a n i e _ S e i b e r t

14. Systems Thinking
A M E T H O D O F A N A LY S I S

15. 14
What Is
Systems Thinking?
A way to understand
the complex systems that
cause wicked problems.
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16. Content strategists deal with wicked
problems, too.
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17. Siloed teams
Unusable tools
Lack of buy-in
Unclear roles
Too much content
Irrelevant content
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“Enterprise software is
the land that UX forgot.”
— Karen McGrane

18. Wicked Problems
arise from the mismatch
between our mental models
and reality.
@ M e l a n i e _ S e i b e r t

19. Mental Models
H O W W E S E E T H E W O R L D

20. Understanding
Mental Models
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23. W
RONG

24. @ M e l a n i e _ S e i b e r tW
RONG

25. All models are wrong.
Some are useful.
(Paraphrased from George Box)
@ M e l a n i e _ S e i b e r t

26. The goal is not to know everything.
@ M e l a n i e _ S e i b e r t

27. The goal is not to know everything.
The goal is to know the right things.
@ M e l a n i e _ S e i b e r t

28. 4 Rules of
Systems Thinking
T H E B U I L D I N G B L O C K S O F I D E A S

29. 14
Where I
Found Them
Cornell University researchers
Derek and Laura Cabrera
created this approach to
Systems Thinking.

30. 1. Distinctions
4 Rules of
Systems Thinking
@ M e l a n i e _ S e i b e r t

31. 1. Distinctions
2. Systems
4 Rules of
Systems Thinking
@ M e l a n i e _ S e i b e r t

32. 1. Distinctions
2. Systems
4 Rules of
Systems Thinking
@ M e l a n i e _ S e i b e r t

33. 1. Distinctions
2. Systems
4 Rules of
Systems Thinking
@ M e l a n i e _ S e i b e r t

34. 1. Distinctions
2. Systems
4 Rules of
Systems Thinking
@ M e l a n i e _ S e i b e r t

35. 1. Distinctions
2. Systems
4 Rules of
Systems Thinking
@ M e l a n i e _ S e i b e r t

36. 1. Distinctions
2. Systems
3. Relationships
4 Rules of
Systems Thinking
@ M e l a n i e _ S e i b e r t

37. 1. Distinctions
2. Systems
3. Relationships
4. Perspectives
4 Rules of
Systems Thinking

38. 1. Distinctions
2. Systems
3. Relationships
4. Perspectives
4 Rules of
Systems Thinking
@ M e l a n i e _ S e i b e r t

39. Systems Thinking
in Action
A P P LY I N G T H I S F R A M E W O R K

40. Map Your Ideas
Using the 4 Rules
You can use pen and
paper, Google Drawings,
or Plectica.
Pen &
paper

41. Beyond Mind
Mapping
The 4 Systems Thinking Rules
will give your maps more
structure and meaning.
Pen &
paper

42. E X A M P L E

44. Hotel Chain
E X A M P L E
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46. ? ? ?
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47. Let Your Map
Inspire Questions
6
This helps you uncover
hidden value or risk.
T I P

48. Questions Prompt
Conversations
6
The conversation is often
where insight happens.
T I P

49. 6
The greatest strategic opportunity for
most organizations is doing a better job
at facilitating collaboration.

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51. What else?
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55. Examine
Relationships
6
You can view relationships
as distinctions and
systems. And vice versa.
T I P
Systems Thinking Made Simple, p.142

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58. @ M e l a n i e _ S e i b e r t

59. Credit Card Company
E X A M P L E
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64. Map the
Mental Model.
Map Reality.
Find the mismatch
between the two.
T I P
Systems Thinking Made Simple, p.31

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67. Genericize Models
to Make Predictions
6
A model that accurately describes
one part of a system may yield
insights about another part.
T I P
Systems Thinking Made Simple, p.109

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70. @ M e l a n i e _ S e i b e r t

71. @ M e l a n i e _ S e i b e r t

72. CONCEP
Strategy
C O M P O N E N T S O F
I N S I G H T
T E N S I O N
V I S I O N
A N A LY S I S
P L A N
@ M e l a n i e _ S e i b e r t

73. Getting to Insight
W I T H S Y S T E M S T H I N K I N G
T I P 1 Q U E S T I O N S T O A S K
Let your map
inspire questions.
Is there a hidden connection between
seemingly unconnected things?
How might the things affect
each other?
How does this relationship
impact the project?
@ M e l a n i e _ S e i b e r t

74. Getting to Insight
Let your questions
prompt conversations.
Who might I talk to in order to learn
more about this relationship, system,
or perspective?
T I P 2 Q U E S T I O N T O A S K
W I T H S Y S T E M S T H I N K I N G
@ M e l a n i e _ S e i b e r t

75. Getting to Insight
Examine relationships
as systems (and vice
versa).
If I view this relationship as a system,
what parts does it have?
How do those parts impact other
parts of the system?
T I P 3 Q U E S T I O N S T O A S K
W I T H S Y S T E M S T H I N K I N G
@ M e l a n i e _ S e i b e r t3

76. Getting to Insight
Map the mental
model, then the
reality.
What mental models are in play
(including our own)?
How do they relate to reality?
Should we match the mental model
to reality, or change reality to match
the mental model?
T I P 4 Q U E S T I O N S T O A S K
W I T H S Y S T E M S T H I N K I N G
@ M e l a n i e _ S e i b e r t4

77. Getting to Insight
Genericize your
models to make
predictions.
What is the underlying structure of
this mental model?
How might that structure apply to
other parts of the larger system?
T I P 5 Q U E S T I O N S T O A S K
W I T H S Y S T E M S T H I N K I N G
@ M e l a n i e _ S e i b e r t5

78. Cautions
T O K E E P I N M I N D

79. You Can’t See
What You
Don’t Know
6
Look for the gaps,
with help from others.
1
C A U T I O N

80. Don’t Get Lost
in Detail
6
Infinite complexity makes it
possible to waste all your time
where there’s no leverage.
C A U T I O N

81. Analysis Takes
Time & Energy
6
True strategic work is a
“long game.” You may
need to be patient.
3
C A U T I O N

82. Remember:
Strategy is about finding
hidden things.
@ M e l a n i e _ S e i b e r t

83.
Use these principles to help
you find what’s hidden.
@ M e l a n i e _ S e i b e r t

84. CONFAB2019
Thank You
@melanie_seibert

85. Resources
ANALYSIS
Derek & Laura Cabrera, Systems Thinking
Made Simple.
Abby Covert, How to Make Sense of Any
Mess.
STRATEGY
Peter Senge, The Fifth Discipline.
Richard Rumeldt, Good Strategy, Bad
Strategy.
John Spacey, “Design Thinking vs Systems
Thinking.”
Wikipedia, “Strategic Thinking.”
TOOLS
Plectica.
IMAGE CREDITS
Icon: Writing, Creative Stall, The Noun Project.
Icon: Earth, David, The Noun Project.
Photos: Pexels.com.
CONFAB2019
@ M e l a n i e _ S e i b e r t