SYSTEMS THINKING 

What is Systems Thinking? 
Systems thinking is based on the theory that traditional, linear thinking is not adequate for analyzing the complexities of institutions such as school systems. Traditional thinking tends to see simple sequences of cause and effect that are limited in time and space (the tip of the iceberg), rather than as a combination of interdependent factors. Programs and "quick fixes" designed to address just the tip of the iceberg, while ignoring what lies underneath, often lead to counterproductive, unintended consequences and "fixes" that backfire. 

What led DC VOICE to use systems thinking?
Our planning team asked the following questions: "After years of repeated reform efforts in the school system, what has prevented improvement from happening? " What will it take to have systemic, sustained reform? Rather than apply another band aid answer to a band aid-layered school system, DC VOICE drew on the work of Jay Forester and other Systems Thinking/Dynamics scholars, and the guidance of Mary Sheets from the Waters Foundation, to study the system we wanted to change. Using the tools of Systems Thinking, we went beyond the surface events to examine the root causes of the cycle of failure that continues to plague the school system.

In general, how do we use Systems Thinking? 
We tried to examine each part of the system, including the central administration, school staff, parents, students, elected officials, business, faith and nonprofit institutions, and the general public. We began our analysis by examining the role and conditions of the central administration, since that is the locus of most reform efforts. Traditionally, school reform advocacy efforts focus on the central administration and the most recent crisis. We concluded that while the central administration is the most visible, it has not proven to be the main leverage point for strengthening the system. The study of Systems Thinking enabled us to explore what is not visible: the underlying structures and mental models that govern behavior that are deeply ingrained and continue to operate in spite of changes at the top.