Capability Maturity Model for Systems Thinking
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Lesson Plan for the Systems Thinking CMM Infographic
Course Information
- Course: Systems Thinking for Strategic Decision Making
- Lesson Title: Assessing Organizational Systems Thinking Maturity
- Duration: 90 minutes (can be adapted to 60 or 120 minutes)
- Level: Graduate/Executive Education
- Class Size: 15-40 participants
Learning Objectives
By the end of this lesson, students will be able to:
- Assess their organization's current systems thinking maturity level using the 5-level framework
- Identify specific gaps between current and desired systems thinking capabilities
- Design a development roadmap to advance organizational systems thinking maturity
- Apply systems thinking principles to evaluate strategic decision-making processes
- Recognize the characteristics and behaviors of each maturity level in real-world contexts
Materials Needed
- Interactive Systems Thinking CMM infographic (projected and individual device access)
- Organizational Assessment Worksheets (provided below)
- Case study materials
- Flip chart paper and markers
- Sticky notes
- Digital polling tool (Mentimeter, Poll Everywhere, or similar)
Pre-Class Preparation
For Instructors:
- Review the interactive infographic thoroughly
- Prepare 2-3 organizational examples for each maturity level
- Set up digital polling tool with pre-loaded questions
- Print assessment worksheets
For Students:
- Pre-reading: "The Fifth Discipline" Chapter 1 by Peter Senge (systems thinking overview)
- Reflection Assignment: Complete the pre-class reflection questions (see appendix)
- Organization Selection: Choose one organization they know well for assessment
Lesson Structure
Phase 1: Opening & Activation (15 minutes)
Opening Poll (5 minutes)
Use digital polling tool
Question 1: "When your organization makes strategic decisions, which statement best describes the typical approach?"
- A) Focus on immediate, direct outcomes
- B) Consider some secondary effects
- C) Map key relationships systematically
- D) Integrate multiple system perspectives
- E) Optimize whole-system performance
Question 2: "How often does your organization experience 'unintended consequences' from strategic decisions?" - Always, Frequently, Sometimes, Rarely, Never
Pair-Share Activity (7 minutes)
Students pair up and share: - Results from their pre-class reflection - One example of a strategic decision their organization made that had unexpected consequences - Initial thoughts on why this happened
Large Group Debrief (3 minutes)
Instructor captures key themes on whiteboard, setting up the need for systematic assessment.
Phase 2: Model Introduction (20 minutes)
Interactive Model Exploration (12 minutes)
Step 1: Project the interactive infographic - Demonstrate hovering over each level - Read Level 1 description aloud - Ask: "What organizations or decisions does this remind you of?"
Step 2: Student-Led Exploration - Assign each table/group one level (2-5) - Give 3 minutes to explore their assigned level - Each group shares key characteristics of their level (2 minutes per group)
Systems Thinking Principles Connection (8 minutes)
Instructor connects each level to core systems thinking concepts:
Level 1 - Linear: - Lacks awareness of feedback loops - Focuses on events rather than patterns - Missing systems structure understanding
Level 2 - Aware: - Beginning pattern recognition - Initial stakeholder system mapping - Growing awareness of interconnections
Level 3 - Analytical: - Systematic mental model examination - Feedback loop identification - Root cause vs. symptom distinction
Level 4 - Integrated: - Leverage point identification - Systems archetype recognition - Balancing short-term and long-term thinking
Level 5 - Transformative: - Paradigm-level thinking - Whole-system optimization - Continuous learning and adaptation
Phase 3: Organizational Assessment (25 minutes)
Individual Assessment (10 minutes)
Students complete the Organizational Systems Thinking Maturity Assessment worksheet (see appendix) for their chosen organization.
Assessment Categories:
1. Decision-Making Process
2. Problem-Solving Approach
3. Strategic Planning Methods
4. Stakeholder Consideration
5. Learning from Outcomes
Small Group Calibration (10 minutes)
Groups of 3-4 students: - Share their assessments - Discuss evidence for their ratings - Identify areas of uncertainty or disagreement - Look for patterns across different organizations
Maturity Distribution Mapping (5 minutes)
- Create a class "heat map" showing where students' organizations fall
- Discuss what this distribution reveals about organizational development patterns
Phase 4: Case Study Application (20 minutes)
Case Analysis in Teams (15 minutes)
Case Study Options (Instructor selects 1-2):
Case A: Netflix Strategic Pivot (2007-2012) - Decision to shift from DVD-by-mail to streaming - Consider: stakeholder impacts, feedback loops, mental model shifts - Assessment: What level of systems thinking did this demonstrate?
Case B: Kodak's Digital Photography Response (1990s-2000s) - Decision-making around digital vs. film photography - Consider: organizational learning, paradigm resistance, leverage points - Assessment: What level of systems thinking was demonstrated?
Case C: Amazon's Long-term Investment Strategy - Decisions to prioritize growth over profits for years - Consider: time horizons, system optimization, stakeholder balance - Assessment: What systems thinking capabilities enabled this?
Team Presentations (5 minutes)
Each team presents: - Their assessment of the organization's systems thinking level during the case period - Key evidence supporting their assessment - What would have been different at a higher maturity level
Phase 5: Development Planning (7 minutes)
Individual Development Roadmap (5 minutes)
Using the Systems Thinking Development Planner worksheet, students create: - Current state assessment for their organization - Desired future state (target level) - Top 3 development priorities - First concrete step they could take
Accountability Partners (2 minutes)
Students exchange contact information with one classmate and commit to: - Check in within 2 weeks about progress on their first step - Share one insight they implement from the lesson
Phase 6: Synthesis & Closing (3 minutes)
Key Takeaways Poll
Question: "What's your biggest insight from today's lesson?" - The gap between awareness and action in systems thinking - How organizational culture determines systems thinking capability - The importance of systematic assessment vs. intuitive judgment - The connection between systems thinking maturity and strategic success - Other: _____
Closing Reflection
Instructor shares: "Systems thinking isn't just an individual skill—it's an organizational capability that can be systematically developed. Today you've learned to assess where you are and plan where you're going."
Assessment Rubric
Participation Assessment (40 points)
| Criteria | Excellent (9-10) | Proficient (7-8) | Developing (5-6) | Beginning (3-4) |
|---|---|---|---|---|
| Model Application | Accurately applies all 5 levels with specific evidence | Applies 4+ levels with mostly accurate evidence | Applies 3+ levels with some evidence | Limited application with minimal evidence |
| Systems Thinking Vocabulary | Uses systems terminology precisely and appropriately | Uses most systems terms correctly | Uses some systems terms, minor errors | Limited or incorrect use of systems terms |
| Critical Analysis | Provides deep, nuanced organizational analysis | Provides solid analysis with good insights | Provides surface-level analysis | Provides minimal or unclear analysis |
| Collaboration | Actively contributes to all group activities | Contributes meaningfully to most activities | Participates in some activities | Minimal participation in activities |
Post-Class Assignment Assessment (60 points)
Students submit a 500-word reflection within 48 hours addressing:
- Organizational Assessment Summary (20 points)
- Clear identification of current maturity level with evidence
-
Recognition of assessment limitations or uncertainties
-
Development Strategy (20 points)
- Specific, actionable development plan
- Realistic timeline and milestones
-
Connection to systems thinking principles
-
Personal Learning Integration (20 points)
- Reflection on personal insights gained
- Connection to broader systems thinking concepts
- Identification of continued learning needs
Differentiation Strategies
For Advanced Students:
- Assign role of "systems thinking coach" to help others during assessment
- Challenge them to identify sub-levels or hybrid characteristics
- Ask them to consider how different departments might be at different levels
For Beginning Students:
- Provide additional examples for each level
- Use buddy system for assessment calibration
- Focus on 2-3 levels initially rather than all 5
For Different Learning Styles:
- Visual: Interactive infographic, charts, diagrams
- Auditory: Group discussions, presentations, verbal explanations
- Kinesthetic: Movement between groups, hands-on assessment tools
- Reading/Writing: Worksheets, case studies, reflection assignments
Extension Activities
For Next Class:
- Students interview a senior leader in their organization about strategic decision-making
- Research one organization known for systems thinking excellence
- Complete systems thinking skills self-assessment
Long-term Projects:
- Organizational Development Proposal: Design a 6-month systems thinking development program
- Case Study Creation: Document a real strategic decision using the maturity model framework
- Industry Analysis: Compare systems thinking maturity across different industries
Technology Integration
Required Technology:
- Interactive infographic (web-based, works on tablets/laptops)
- Digital polling platform for engagement
- Presentation system for group sharing
Optional Enhancements:
- Virtual Reality: Immersive organizational scenarios for each maturity level
- Simulation Games: Systems thinking decision-making simulations
- AI Chatbot: Personal systems thinking coach for assessment questions
Appendix: Worksheets and Tools
A. Pre-Class Reflection Questions
-
Think of a recent strategic decision your organization made. Describe the decision-making process in 2-3 sentences.
-
What factors do you think your organization typically considers when making strategic decisions? (List 5-7 factors)
-
Can you think of a time when a well-intentioned organizational decision created unexpected problems elsewhere? Briefly describe what happened.
-
On a scale of 1-5, how would you rate your organization's ability to:
- See connections between different parts of the organization?
- Learn from past mistakes?
- Consider long-term consequences of decisions?
- Involve diverse perspectives in strategic planning?
B. Organizational Systems Thinking Maturity Assessment
Instructions: For each dimension below, select the description that best matches your organization's typical approach. Be honest—this is about current reality, not aspirations.
1. Decision-Making Process
Level 1 - Linear: Decisions made quickly based on immediate, obvious cause-and-effect relationships. "If we do X, Y will happen."
Level 2 - Aware: Some discussion of potential side effects, but analysis remains limited. "We should consider what else might be affected."
Level 3 - Analytical: Systematic analysis of key relationships and stakeholders before major decisions. Multiple scenarios considered.
Level 4 - Integrated: Systems thinking tools (feedback loops, archetypes, leverage points) routinely used in strategic planning.
Level 5 - Transformative: Decision-making optimizes whole-system performance, even when it means sub-optimizing local results.
My Organization's Level: _____ Evidence:
2. Problem-Solving Approach
Level 1 - Linear: Focus on fixing immediate symptoms. "Let's solve this quickly and move on."
Level 2 - Aware: Some discussion of root causes, but solutions still target symptoms primarily.
Level 3 - Analytical: Root cause analysis is standard practice. Teams regularly ask "Why is this happening?"
Level 4 - Integrated: Problems viewed as symptoms of system structures. Solutions target underlying patterns.
Level 5 - Transformative: Problems seen as opportunities to evolve system capacity and resilience.
My Organization's Level: _____ Evidence:
3. Strategic Planning Methods
Level 1 - Linear: Planning focuses on setting goals and achieving them through direct action.
Level 2 - Aware: Some stakeholder mapping and consideration of market dynamics.
Level 3 - Analytical: Systematic environmental scanning, scenario planning, and stakeholder analysis.
Level 4 - Integrated: Strategic planning explicitly considers system dynamics, feedback effects, and delays.
Level 5 - Transformative: Strategy viewed as continuous system evolution rather than fixed planning.
My Organization's Level: _____ Evidence:
4. Learning from Outcomes
Level 1 - Linear: Focus on whether goals were achieved. Limited analysis of why or how.
Level 2 - Aware: Some discussion of lessons learned, but insights remain departmental.
Level 3 - Analytical: Systematic post-project reviews that examine intended and unintended consequences.
Level 4 - Integrated: Learning loops built into all major initiatives. Mental models explicitly examined and updated.
Level 5 - Transformative: Organization continuously evolves its capacity to learn and adapt.
My Organization's Level: _____ Evidence:
5. Time Horizons Considered
Level 1 - Linear: Primarily short-term focus (quarterly/annual results).
Level 2 - Aware: Some consideration of longer-term implications, but not systematic.
Level 3 - Analytical: Strategic planning includes 3-5 year time horizons with systematic analysis.
Level 4 - Integrated: Decisions explicitly balance short-term pressures with long-term system health.
Level 5 - Transformative: Multi-generational thinking integrated into organizational identity and strategy.
My Organization's Level: _____ Evidence:
Overall Assessment:
Average Level: _____ Strongest Area: Biggest Development Opportunity:
C. Systems Thinking Development Planner
Current State Summary
Based on your assessment, where is your organization today?
Overall Level: _____
Key Strengths: 1. 2. 3.
Primary Gaps: 1. 2. 3.
Desired Future State
Target Level (6-12 months): _____
Why this level? What would success look like?
Development Strategy
Priority 1: ________ - Specific Action: - Timeline: - Resources Needed: - Success Measure:
Priority 2: ________ - Specific Action: - Timeline: - Resources Needed: - Success Measure:
Priority 3: ________ - Specific Action: - Timeline: - Resources Needed: - Success Measure:
First Step (within 2 weeks)
What's one concrete action you can take in the next two weeks to begin this development?
Action:
Accountability: Who will you tell about this commitment?
Instructor Notes
Common Student Challenges:
- Overestimating Current Level: Students often want to rate their organization higher than evidence supports
- Confusing Individual vs. Organizational Capability: Help distinguish between what individuals know and what the organization systematically does
- Analysis Paralysis: Some students get stuck trying to find the "perfect" level rather than making a reasoned assessment
Facilitation Tips:
- Use Concrete Examples: Always ground abstract concepts in specific organizational behaviors
- Encourage Honesty: Emphasize that accurate assessment is more valuable than flattering assessment
- Manage Time: Keep activities moving—perfection isn't the goal, learning is
Adaptation for Different Contexts:
Executive Education (60 minutes):
- Skip Phase 1 opening poll
- Reduce case study time to 10 minutes
- Focus on development planning
Undergraduate Course (120 minutes):
- Add Phase 0: Systems thinking fundamentals review (15 minutes)
- Extend case study analysis to 30 minutes
- Add peer teaching component where students teach concepts to each other
Online/Virtual Delivery:
- Use breakout rooms for small group activities
- Replace flip charts with collaborative digital tools (Miro, Jamboard)
- Send assessment worksheets in advance
- Use screen annotation tools during infographic exploration
Learning Outcomes Validation
Formative Assessment During Class:
- Minute Papers: Quick written responses during transitions
- Peer Explanations: Students explain concepts to each other
- Real-time Polls: Check understanding and gather feedback
Summative Assessment:
- Post-class reflection assignment (detailed above)
- Follow-up interview (optional, for research purposes)
- Implementation report (4 weeks later, brief update on progress)
Long-term Impact Measures:
- Course evaluation questions specific to systems thinking confidence
- Alumni follow-up surveys about application in their organizations
- LinkedIn posts/articles sharing insights from the lesson (optional)
Note
This lesson plan is designed to be adapted based on your specific context, student needs, and time constraints. The interactive infographic serves as the central organizing tool, but the real learning happens through application, reflection, and peer interaction.*