Market Research STS Feedback Report.pdf

CUI

SYSTEMS THINKING SCALE

YOUR CONFIDENTIAL FEEDBACK REPORT AND SELF-DEVELOPMENT GUIDE

JAMES DAUGHERTY

ASSESSMENT DATE: 09/16/2024

Controlled by: DA

Controlled by: Center for Army Leadership

CUI Category: PRVCY

CUI Category: PRVCY

Limited Dissemination Control: FEDCON

POC: usarmy.leavenworth.cac.mbx.athena@army.mil

CUI

SYSTEMS THINKING SCALE CUI PAGE 1

LOW MODERATE HIGH

You are less skilled in systems thinking than the average Civilian.

JAMES DAUGHERTY CUI

Your Results Your systems thinking score is represented by the darkened block in the figure below. This illustrates where you perform relative to other Civilians in the Army who have completed the Systems Thinking Scale.

Your percentile score means you scored higher than 22% of other Civilians who have completed the Systems Thinking Scale.

Your systems thinking score is at the 22% percentile (MODERATE)

Scoring MODERATE suggests that you don't consistently view systems from a holistic perspective. Keep in mind, not using systems thinking can lead to oversimplifying complex issues and not considering changes on a system, which can result in costly mistakes.

Your systems thinking score reflects your current understanding of your ability. Your current score does not limit your future potential. Systems thinking is a skill that you can improve through effortful practice. Review this report to learn more about improving your systems thinking.

Center for Army Leadership

SYSTEMS THINKING SCALE CUI PAGE 2

JAMES DAUGHERTY CUI

What is Systems Thinking?

Systems thinking is the process of understanding how parts of a system work and influence each other as part of a greater whole (FM 5-0). A system is a collection of individual parts. The parts can move, interact, and impact each other. Removing or adding parts changes the system.

Systems thinking is essential to conducting successful large-scale combat operations to achieve convergence of combined arms.

Army leaders at higher echelons use systems thinking more often compared to leaders at lower echelons.

Aspects of systems thinking higher echelon leaders employ more often are:

Identification of interconnections among system elements.

Modeling complex causal networks.

Considerations of the external environment.

Example In the warfighting function fires, removing the forward observer limits the ability of the fire direction center to compute the information the gun line needs to place rounds on target. As a result, the whole system would need to reorient itself to accurately place rounds on target just because one piece is missing.

SYSTEMS THINKING SCALE CUI PAGE 3

Step 1: Gather information - Start by asking yourself, What do I need to know? Identify the key stakeholders and evaluate your sources for credibility and objectivity. Focus on asking the right questions to the right sources to understand the technical and contextual aspects of the situation.

Step 2: Create a concept map - Create a map connecting all the important issues, stakeholders and relationships to visualize your current understanding of the situation. You will likely need to adjust and reconfigure the map several times as you add more information.

Step 3: Examine the map for flaws - Once the map has been created, challenge yourself to see if your assumptions are correct. For example, think through how different scenarios or changes to existing assumptions reshape your concept map.

Step 4: Identify possible actions, impacts, and outcomes - Based on your understanding of the situation from the previous steps, chart out different courses of action and map out what you think the potential second-and third-order effects will arise from each decision. Ask yourself, What is my desired end state? What are the long-term consequences of each decision?

Step 5: Continue to monitor and update the map - It’s important to consistently question and analyze how new information fits into your map and change your map if there are new developments to the situation.

JAMES DAUGHERTY CUI

Systems Thinking Process Guide

SYSTEMS THINKING SCALE CUI PAGE 4

Access developmental resources https://cal.army.mil/Athena/sd-tool/#/resources

Exercise your systems thinking skill https://rdl.train.army.mil/catalog-ws/view/ARIMCPII/skill-building-landing.html#jump

JAMES DAUGHERTY CUI

Systems Thinking Call to Action

Center for Army Leadership https://cal.army.mil/Athena/sd-tool/#/resources https://rdl.train.army.mil/catalog-ws/view/ARIMCPII/skill-building-landing.html#jump

SYSTEMS THINKING SCALE CUI PAGE 5

JAMES DAUGHERTY CUI

http://cal.army.mil

Center for Army Leadership (CAL) Mission Statement

CAL conducts studies, develops products, and provides services to strengthen the Army profession, improve leadership, and support leader development in order to achieve positive command climates and mission ready units.

CAL is nested within the Mission Command Center of Excellence (MCCoE) and Combined Arms Center (CAC).

For questions or comments regarding this feedback report, contact:

Center for Army Leadership 804 Harrison drive (Bldg 472) Fort Leavenworth, KS 66027 Email: usarmy.leavenworth.cac.mbx.athena@army.mil

Center for http://cal.army.mil/