University of North Texas — Learning Technologies

Master Systems
Thinking Through
Real Problems

Four scenario-based games for doctoral and master's students. Each play presents a randomized situation drawn from organizational, educational, and institutional contexts.

GAME 01

Iceberg Analysis

Surface observable events and trace them down through patterns, structures, and mental models driving systemic behavior.

Systems Thinking Root Cause Mental Models

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GAME 02

Causal Loop Diagramming

Identify reinforcing and balancing feedback loops that explain the dynamic behavior of a complex organizational problem.

Feedback Loops Systems Dynamics Leverage Points

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GAME 03

SSM Evaluation

Apply Soft Systems Methodology to a messy organizational situation: build rich pictures, CATWOE, and root definitions.

SSM CATWOE Rich Picture

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GAME 04

TAM/IDT Systems Diagnostic

Diagnose low technology adoption using TAM and Innovation Diffusion Theory. Identify adoption barriers and recommend interventions.

TAM Innovation Diffusion Adoption

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GAME 01 — ICEBERG ANALYSIS

What Lies Beneath?

Work through the four levels of the iceberg model to uncover systemic causes.

SCENARIO

Iceberg Model Reminder: Events (visible tip) are driven by Patterns & Trends, which emerge from Structures, which are held in place by Mental Models (the deepest, least visible level).

1

Events Level — What is happening?

Identify the observable, reportable events. What can stakeholders actually see right now?

Primary Observable Event

Select additional observable symptoms (choose all that apply)

2

Patterns & Trends — Has this happened before?

What recurring patterns over time lead to or surround this event?

Pattern timeframe

3

Structures — What is creating these patterns?

Structures include policies, reward systems, physical arrangements, reporting lines, resource flows, and processes.

Rank the structural drivers from most to least influential (drag to reorder)

Describe one structural intervention you would recommend

4

Mental Models — What assumptions sustain the structures?

Mental models are the beliefs, values, and assumptions that keep dysfunctional structures in place.

Select the dominant mental models at play (choose all that apply)

Describe the most damaging assumption in one sentence

GAME 02 — CAUSAL LOOP DIAGRAMMING

Map the Feedback

Identify the reinforcing and balancing loops driving dynamic behavior in a complex system.

SCENARIO

CLD Reminder: A Reinforcing loop (R) amplifies change in the same direction. A Balancing loop (B) resists change and seeks equilibrium. Arrows show causal direction; polarity (+/−) shows whether variables move together or opposite.

1

Identify the Key Variables

List the main system variables (not actions or events) that change over time in this scenario.

Select all variables present in this scenario

Add a variable you think is missing

2

Map the Reinforcing Loops

Describe at least two reinforcing (amplifying) feedback loops. Name each loop and explain how it escalates the problem.

Reinforcing Loop R1

Reinforcing Loop R2

3

Map the Balancing Loops

Identify at least one balancing loop that could counteract the problem or is currently failing to do so.

Balancing Loop B1

4

Identify the High-Leverage Intervention Point

Meadows (1999) argues that the best leverage points are often at the level of goals, information flows, and rules. Where would you intervene?

Meadows leverage point category

Describe your proposed intervention and expected effect on the loops

GAME 03 — SOFT SYSTEMS METHODOLOGY

Define the System of Inquiry

Apply Checkland's SSM to move from a messy situation to a structured evaluation plan.

SCENARIO

SSM Reminder: SSM (Checkland, 1981) moves from an unstructured problem situation through rich picture, root definitions, CATWOE, and conceptual models toward feasible and desirable change. It is interpretive, not prescriptive.

1

Rich Picture — Elements of the Situation

Select all stakeholders and tensions that belong in this rich picture. Include conflicting interests, unclear roles, and external pressures.

Stakeholders present in this situation

Key tensions and conflicts to include in the rich picture

2

CATWOE Analysis

Complete each CATWOE element for the most important "system of interest" you identified in Step 1.

C — Customers (who benefits or suffers from the system's output?)

A — Actors (who carries out the activities?)

T — Transformation (what is being transformed, from what to what?)

W — Worldview / Weltanschauung (what assumption makes this transformation meaningful?)

O — Owner (who could stop the system?)

E — Environmental Constraints (what is taken as given?)

3

Root Definition

Write a concise root definition that synthesizes your CATWOE into a single declarative statement of what the system is.

4

Feasible & Desirable Changes

SSM seeks changes that are both systemically desirable AND culturally feasible. Rank the options from most to least appropriate given this situation.

Rank these change recommendations (drag to reorder, most desirable+feasible first)

GAME 04 — TAM / IDT SYSTEMS DIAGNOSTIC

Diagnose the Adoption Failure

Use Technology Acceptance Model and Innovation Diffusion Theory to identify adoption barriers and prescribe interventions.

SCENARIO

TAM (Davis, 1989): Perceived Usefulness and Perceived Ease of Use drive Behavioral Intention → Actual Use. | IDT (Rogers, 2003): Relative advantage, Compatibility, Complexity, Trialability, and Observability shape adoption rates across adopter categories.

1

TAM Diagnosis — Rate the Adoption Failure Factors

Rate how severely each TAM dimension is contributing to the adoption problem (1 = minor issue, 5 = major barrier).

2

IDT Adopter Analysis

Select which IDT innovation attributes are most problematic, and identify the adopter segment most critical to address first.

IDT attributes that are barriers in this scenario (select all that apply)

Primary adopter segment to target for early wins

3

Systems-Level Diagnosis

Low adoption is rarely a technology problem alone. Identify the systemic factors involved.

Select systemic factors present in this scenario

In your own words, explain the primary systemic cause of low adoption

4

Intervention Plan

Rank the recommended interventions from highest to lowest expected impact (drag to reorder).

Master SystemsThinking ThroughReal Problems

Master Systems
Thinking Through
Real Problems