Causal Loop Diagrams - Revision history

Mmusij at 06:44, 12 November 2018

2018-11-12T06:44:26Z

← Older revision		Revision as of 06:44, 12 November 2018
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	Determining a future strategy for example, may require a more thorough knowledge of the down stream impacts of implementing such a strategy, and so a causal loop diagram may help to determine which aspects will help or hinder its implementation.		Determining a future strategy for example, may require a more thorough knowledge of the down stream impacts of implementing such a strategy, and so a causal loop diagram may help to determine which aspects will help or hinder its implementation.

	==Accelerators==		==Main Constructs==
			===Accelerators===
	Accelerators are relationships that originate from an upstream cause and contribute to a downstream effect. The more contributions to an effect the greater the acceleration of the effect.		Accelerators are relationships that originate from an upstream cause and contribute to a downstream effect. The more contributions to an effect the greater the acceleration of the effect.

	==Decelerators==		===Decelerators===
	Originate from an upstream cause that detracts from a downstream effect. The more detractions of the downstream effect the greater the deceleration of the effect.		Originate from an upstream cause that detracts from a downstream effect. The more detractions of the downstream effect the greater the deceleration of the effect.

	==Delays==		===Delays===
	A delay originates from an upstream cause that produces a delayed downstream effect. The delay may be due to a number of reasons such as thinking time or lead time for example.		A delay originates from an upstream cause that produces a delayed downstream effect. The delay may be due to a number of reasons such as thinking time or lead time for example.

	==Dependencies==		===Dependencies===
	Dependencies originate from an effect that has a strong dependency upon an upstream cause, in that, without the upstream cause, there is no effect.		Dependencies originate from an effect that has a strong dependency upon an upstream cause, in that, without the upstream cause, there is no effect.

	==Reinforcing Loops==		===Reinforcing Loops===
	When defining cause and effect relationships, there may be reinforcing loops that have a direction of flow. This direction can be indicated with a simple arrow.		When defining cause and effect relationships, there may be reinforcing loops that have a direction of flow. This direction can be indicated with a simple arrow.

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	The difficulty as with most situations is when to stop. So do just enough to map down the ideas until the conversation or ideas begin to plateau or repeat themselves, and that is a good time to stop.		The difficulty as with most situations is when to stop. So do just enough to map down the ideas until the conversation or ideas begin to plateau or repeat themselves, and that is a good time to stop.

	==References==		=References=
	# Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum, Craig Larman and Bas Vodde, Addison Wesley, 2009		# Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum, Craig Larman and Bas Vodde, Addison Wesley, 2009
	# Fifth Discipline - Peter Senge, 1990		# Fifth Discipline - Peter Senge, 1990

Mmusij at 06:42, 12 November 2018

2018-11-12T06:42:56Z

← Older revision		Revision as of 06:42, 12 November 2018
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	When defining cause and effect relationships, there may be reinforcing loops that have a direction of flow. This direction can be indicated with a simple arrow.		When defining cause and effect relationships, there may be reinforcing loops that have a direction of flow. This direction can be indicated with a simple arrow.

	[[:File:44345.jpg\|300px\|Legend]]		[[File:44345.jpg\|300px\|Legend]]

	==Virtuous and Vicious Cycles==		==Virtuous and Vicious Cycles==

Mmusij at 06:42, 12 November 2018

2018-11-12T06:42:38Z

← Older revision		Revision as of 06:42, 12 November 2018
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	==Reinforcing Loops==		==Reinforcing Loops==
	When defining cause and effect relationships, there may be reinforcing loops that have a direction of flow. This direction can be indicated with a simple arrow.		When defining cause and effect relationships, there may be reinforcing loops that have a direction of flow. This direction can be indicated with a simple arrow.

			[[:File:44345.jpg\|300px\|Legend]]

	==Virtuous and Vicious Cycles==		==Virtuous and Vicious Cycles==

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2018-11-12T06:38:50Z

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[[Category:Agile]][[Category:Agile:Articles]]
Causal Loop Diagrams are great for mapping the upstream causes with down stream effects, and can be used to draw a complex landscape or ecosystem surrounding a goal or initiative.

The diagrams are useful to understand the wider implications of a particular action and can help to make balancing relationships or complex interactions within a system more visible.

Determining a future strategy for example, may require a more thorough knowledge of the down stream impacts of implementing such a strategy, and so a causal loop diagram may help to determine which aspects will help or hinder its implementation.

==Accelerators==
Accelerators are relationships that originate from an upstream cause and contribute to a downstream effect. The more contributions to an effect the greater the acceleration of the effect.

==Decelerators==
Originate from an upstream cause that detracts from a downstream effect. The more detractions of the downstream effect the greater the deceleration of the effect.

==Delays==
A delay originates from an upstream cause that produces a delayed downstream effect. The delay may be due to a number of reasons such as thinking time or lead time for example.

==Dependencies==
Dependencies originate from an effect that has a strong dependency upon an upstream cause, in that, without the upstream cause, there is no effect.

==Reinforcing Loops==
When defining cause and effect relationships, there may be reinforcing loops that have a direction of flow. This direction can be indicated with a simple arrow.

==Virtuous and Vicious Cycles==
Virtuous and vicious cycles illustrate the existence of positive and negative reinforcing loops respectively within a system and can be shown to indicate perpetual behaviour.

A good way to indicate if a cycle exists is to use different colours for the arrows so that they can be easily seen in the diagram. Understanding these reinforcing loops can help to draw attention to actions to "break the cycle" and provide improved outcomes.

==Balancing Loops==
Occasionally there are balancing loops that oscillate against each other to suggest an equilibrium in the system. Identifying the balancing loops may help to understand why an equilibrium or a perceived "status quo" has been reached so that actions can be taken to break out of the balance and try something new.

==Opposing Dynamics==
Opposing dynamics are causes and effects that can provide a flip or switch in two or more directions posing a dilemma of which way to go. Neither options may be optimal, but do help to illustrate why competing behaviour exists in the system.

=Getting Started=
It is always good to draw a causal loop diagram on a whiteboard or similar as it will constantly be adjusted and evolved as the diagram progresses unlocking further causes and effects as you go.

==New Initiatives==
A good way to start is to indicate the new initiative or objective that is to be implemented and begin to map out the downstream effects that arise from the new initiative. A helpful approach to get started is to consider the positive aspects of the initiative to start with until enough causes and effects exist that the negative aspects can then be introduced into the diagram.

As more causes and effects are mapped into the diagram then mapping more becomes easier as new perspectives are considered.

==A Conversation==
Another good approach is to have a conversation about a system or initiative and as the conversation progresses begin to draw the diagram with more causes and effects. After a short while, the diagram will begin to encourage more conversation that allows the diagram to take on a life of its own.

==Starting In The Middle==
Another approach for the more experienced is to just start in the middle and work outwards. Understanding that there is no real start or end to an ecosystem helps to just begin to put down the first thoughts on the diagram, and as it begins to take shape it will naturally begin to flow.

==When To Stop==
The difficulty as with most situations is when to stop. So do just enough to map down the ideas until the conversation or ideas begin to plateau or repeat themselves, and that is a good time to stop.

==References==
# Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum, Craig Larman and Bas Vodde, Addison Wesley, 2009
# Fifth Discipline - Peter Senge, 1990