Systems Thinking
"The systems approach is … committed to ascertaining not only whether the decision-maker's choices lead to desired ends, but whether they lead to ends that are ethically defensible."
– C. West Churchman
Systems thinking is a diverse collection of loosely connected ideas rather than a coherent theoretical approach, but we draw inspiration largely from the work of two prominent systems thinkers, C. West Churchman and Russell Ackoff. In their view, comprehending a complex system depends not only on understanding its parts and how they work together; equally important is understanding its environment and how the system interacts with external processes that are beyond its control.
This insight informs our approach to evaluation and program planning. Traditionally, a good program is one that achieves its goals. The goal is taken as given, and only the effectiveness of the means toward that goal are in question. This is the essence of instrumental rationality. Systems thinkers recognize that instrumental thinking is important, but incomplete. Any problem is enmeshed in a web of interrelated problems, and any goal must be understood in relation to many other goals being pursued by a host of outside stakeholders, often with opposing interests.
We strive to go beyond purely instrumental rationality to embrace more comprehensive thinking that critically assesses ends as well as means. This requires looking beyond the program itself to understand its environment – the array of external factors and stakeholders that can affect or be affected by the program. We evaluate the effectiveness of programmatic strategies, and at the same to we scan the program’s environment, gathering information from diverse stakeholders to understand their varying perspectives. In doing so, we challenge clients to expand their thinking and consider whether their programs – including both ends and means – should be refined or redesigned.