Finding better problems
summary
Covers using systems thinking and decision-making tools—like the iceberg model, feedback loops, abstraction laddering, second-order thinking, inversion, and De Bono’s Six Thinking Hats—to help teams avoid quick fixes and identify deeper, higher-leverage problems. Compares systems thinking with design thinking and shows how mapping systems and using practical tools improves communication, influence, and long-term product/team decisions.
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chapters (13)
- 0:00Start
- 1:50The build trap and the limits of linear thinking
- 3:50Design thinking versus systems thinking
- 5:00What systems thinking is and why it works
- 6:50The iceberg model and levels of leverage
- 10:05Feedback loops, balancing loops and reinforcing loops
- 14:10Mapping systems to communicate and influence outcomes
- 15:20Practical thinking tools for better decisions
- 15:45Abstraction laddering and finding underlying needs
- 17:10Second order thinking and long-term consequences
- 18:25Inversion as a creativity and problem-framing tool
- 19:30Six Thinking Hats and collaborative decision making
- 25:00Applying systems thinking in real teams and products
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