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From YouTube: Ian Roderick - Systems Thinking | #AWClimateAssembly
Description
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A
Well,
it
goes
on
and
I
think
we
all
know
examples
like
this
right
away
through
the
health
system,
which
we
are
very
much
concerned
about
today
and
ecosystems,
cultural
systems,
urban
systems,
computer
systems,
they
can
be
real
and
hard
solid
things
like
the
heating
system
in
your
house,
or
they
can
be
sort
of
very
difficult
things
to
actually
understand,
as,
for
example,
in
the
human
body,
the
immune
system.
A
Where
is
it?
Can
you
pick
it
up?
Can
you
take
it
out
and
fix
it?
No,
it's
a
very
difficult
concept
of
it's
a
it's,
a
concept
that
we've
created
ourselves
and
that's
an
important
thing
for
systems,
because
when
we
refer
to
it,
it's
not
things
in
the
world
so
much
as
a
way
of
organizing
organizing
our
thoughts
about
the
world.
A
We
know
there
are
huge
number
of
connections
and
relationships
going
on,
but
there
are
many
tools
and
methods
that
can
improve
how
we
think
about
this
and
how
we
do
the
thinking
and
that's
where
system
scene
comes
in.
So
in
many
ways
it's
not
difficult
stuff
at
all.
It's
what
we
do
naturally,
but
we
can
do
it
better.
A
A
Problems
problems.
Yes,
we
have
increasing
complexity,
faster,
changing
and
greater
variety
of
things
actually
happening
in
the
world
and
there's
all
these
interconnected
problems.
We
have
a
very
technical
word
for
them
in
systems,
thinking
they're
called
messes
and
that's
what
they
are.
They
become
very
messy
and
difficult
to
understand.
They're,
not
clear-cut,
easy
things
to
solve
these
problems
also
have
another
label
or
attached
to
them,
and
they're
called
wicked,
because
they're
they're
incomplete
they're,
contradictory
and
they're
changing
all
the
time.
You
you
push
something
here,
something
else
pops
out
there.
A
A
Now,
one
of
the
things
we
also
try
to
deal
with
is
the
fact
that
we
work
at
different
scales
both
at
geographic
level
and
in
chronological
terms,
we
see
here
that
some
of
the
things
we've
been
talking
about
already:
climate
change,
sea
level,
rise,
food
security
issues,
resource
depletion,
etc,
the
long-term
global
picture.
A
Now
we
don't
live
there.
We
live
back
down
here
you
here
today
day
to
day.
This
is
what
we
are
about,
trying
to
live
each
day
as
it
comes
with
a
vague
feeling
of
what
the
global
long
term
is
about.
So
this
this
sort
of
structure,
we
call
the
proximity
grid.
A
How
close
it
is
to
us
today,
you
can
sort
of
start
to
expand
it,
there's
sort
of
a
local
area
in
which
you
live,
there's
a
national
level
which,
in
which
you
live,
and
we
all
live
in
the
globe
itself,
and
we
also
look
forward
a
little
bit
into
the
short
term,
then
the
medium
term
or
maybe
the
long
term.
A
One
of
the
important
little
boxes
up
here
is
the
median
term
global
level
out
to
2030.
A
We
have
the
un
sustainable
development
goals,
there
are
goals,
they
are
sort
of
ways
to
actually
define
our
intentions
and
what
we
would
like
to
see
actually
happen,
but
they
are
that
that
there
another
10
years
to
go
before
we
have
to
start
thinking
about
another
set
of
goals
at
the
national
level.
A
We
get
into
this
target
setting
within
those
goals,
our
most
government
levels
for
the
unaccountable
for
that
it's
outside
an
election
cycle,
because
if
you
shift
down
into
the
short
term
at
the
national
level,
staying
in
power
and
getting
re-elected
is
the
order
of
the
day
we
go
down
to
local
level.
We
actually
see
that
we
have
city
planning
processes
and
economic
development
targets
within
this
medium
term.
This
is
where
actually,
we
can
almost
jump
over
from
the
global
goals
down
into
this
local
level.
A
To
actually
help
us
think
more
closely
what
we
can
do
in
our
own
communities,
it's
well
worth
dwelling
on
this
proximity
grid
and
trying
to
work
out
where
you
can
influence
things
and
where
you
can
derive
your
ideas
from
and
many
civil
society
organizations.
Community
groups
need
to
influence
the
public
policy
agenda,
and
this
is
where
the
role
of
systems
thinking
comes
in.
A
We
may
want
to
raise
awareness
of
problems
and
issues
or
advocate
possible
changes
that
we
think
are
a
good
direction
to
go
in,
and
this
is
where
systems
thinking
can
provide
some
rationale
and
some
clear
pictures
of
what's
going
on,
and
we
have
to
need
that
data
and
evidence
increasingly
important
nowadays
to
actually
have
evidence
as
a
basis
for
making
decisions
and
choice,
and
we
want
to
demonstrate
the
need
for
the
change
as
well.
This
is
again
systems.
A
Thinking
can
actually
come
in
here
because
by
trying
to
advise
and
influence
activities
and
make
them
more
effective,
it's
it's
really
important.
We
do
explore
the
full
consequences
of
the
actions
that
we
are
proposing
and
that's
the
role
of
systems
thinking
to
try
to
get
in
deeper
and
deeper
into
these
questions,
but
again
with
that,
we
never
know
for
certain
what
we're
doing
so,
how
might
systems
thinking
help
and
what
we
want
to
do
sharing
perspectives
in
the
long
term?
A
A
But
it's
also
very
much
about
the
where
this
critical
thinking
comes
from
this
emancipation.
Trying
to
think
through
who
is
deciding
things
and
or
who
isn't
who's
been
left
out
of
things?
Where
is
the
power
and
control
that's
going
on,
and
in
that
creative
process?
We
often
look
to
generate
opportunities,
and
one
area
that
is,
I
find
really
useful,
is
called
appreciative
inquiry
where
we
start
with
a
positive.
We
look
within
a
system
for
what
works
well
and
we
build
out
from
that.
A
Systems
interventions,
if
we
dare
to
make
changes,
then
we
must
consider
quite
a
few
things:
participation
simultaneity
as
a
strange
concept.
Maybe,
but
you
know
often,
we
can't
make
a
change
unless
others
make
a
change
at
the
same
time
and
getting
that
sort
of
coordination
to
actually
happen
is
really
important,
which
leads
us
through
to
these
ideas
of
trust
and
diversity
and
common
ideals.
A
The
explorations
and
reflections
of
the
needs
all
the
time
and
we
do
move
a
lot
into
the
world
of
ethics
and
philosophy
around
systems.
Thinking
and
there
are
non-linear
asynchronous
non-obvious
changes
will
emerge
from
whatever
you
decide
to
do.
We
have
things
like
the
butterfly
effect
of
a
tiny
change.
Here
can
have
a
magnified
effect
elsewhere.
A
A
We
often
take
one
step
backwards
to
take
two
forwards
and
that's
often
called
the
j-curve
effect
where
it's
actually,
you
know
you've
changed
something.
The
situation
seems
to
get
worse
before
everything
gets
better
and
then
all
kinds
of
rebound
effects
that
one
was
not
aware
of
before
one
started,
which
leads
to
to
the
message
that
systems
thinking
is
about
taking
action
and
then
reflecting
on
it,
and
we
need
this
continual
process
of
learning
about
the
system.
A
It's
not
a
straightforward
matter.
Thank
you
very
much,
and
I
wish
you
all
well
goodbye.