[HUME 112] Causal Loop Diagramming

1. Variables

2. Links between them

3. Signs on the links

4. Sign of the loop

What are the four (4) parts CLD?

Signs on the links

Which part of the CLD signifies the relationship between the links?

Sign of the loop

Which part of the CLD signifies the behavior that the system will produce?

problem to action to end

What is the traditional way of thinking?

Causal Loop Diagram

Diagram or an illustration that aids in visualizing the interrelationships among different system variables

• Visual aid to illustrate complexity and dynamics

• Shared understanding

• Force us to think of feedbacks

Why use a CLD?

Systems thinking

Defined as 'consciously organized thinking using systems ideas' (Checkland, 1999: 45) has emerged as a 'meta-discipline' and as a 'meta-language' (Checkland, 1999: 48).

systemic breakdowns

Senge (1990:11) emphasized that we are experiencing this concept, which refers to "problems with no simple local cause". This requires an innovative mode of problem-solving to understand this complexity (Schlüter et al., 2016a)

1. Limits to Success

2. Shifting the Burden/Addiction

3. Success to the Successful

4. Tragedy of the Commons

What are the different system archetypes?

Limits to Success

In this system archetype, continued efforts initially leads to improved performance. Over time, however, the system encounters a limit that causes the performance

Shifting the Burden

In this system archetype, a problem is "solved" through an external intervention (B1) which diverts attention away from more fundamental solutions (B2). In an "Addiction" structure, a

Addiction

In this system archetype, "Shifting the Burden” degrades into an addictive pattern in which the side-effect gets so entrenched that it overwhelms the original problem symptom (R3).

Success to the Successful

In this system archetype, if one person or group (A) is given more resources, it has a higher likelinood of succeeding than B (assuming they are equally capable). The initial success justifies devoting more resources to A than B. As B gets less, its success diminishes, further justifying more resource allocation to A.

Tragedy of the Commons

In this system archetype, , each person pursues actions that are individually beneficial (R1 and R2). l1 the amount of activity grows too large for the system to support. however, the "commons" becomes overloaded and everyone expenences diminisning benefts (35 and B6).

Limits to Success

This archetype have these guidelines:

• The archetype is most helpful when it is used well in advance of any problems, to see how the cumulative effects of continued success might lead to future problems.

• Use the archetype to explore questions such as *What kinds of pressures are building up in the organization as a result of the growing?

• Look for ways to relieve pressures or remove limits before an organizational gasket blows.

Shifting the Burden/Addiction

This archetype have these guidelines:

• Problem symptoms are usually easier than the other elements of the structure.

• If the side-effect has become the problem, you may bo dealing with an "Addiction" structure.

• Whether a solution is "external" or "internal" often depends on one's perspective. Explore the problem from differing perspective in order to come to a more comprehensive understanding of what the fundamental solution may be.
  

Success to the Successful

This archetype have these guidelines:

• Look for reasons why the system was set up to creale just one "winner."

• Chop off one half of the archetype by focusing efforts and resources on one group, rather than creating a "winner-take-all" competition,

• Find ways to make teams collaborators rather than competitors. • Identity goals or objectives that define success at a level higher than the individual players A and B.

Tragedy of the Commons

This archetype have these guidelines:

• Effective solutions for" Tragedy of the Commons" scenario never lie at the individual level.

• Ask questions such as:

  • What are the incentives lor individuals to persist in their actions?

  • Can the long-term collective loss be made more real and immediate to the individual actors?"

  • Find ways to reconcile short-term individual rewards with cumulative consequences. A governing body that is chartered with the sustainability of the resources imit can help.

Identify a focus variable, identify the driving variables, impacted variables, and how impacted variables affect other variables.

What are the 4 steps in making a CLD?

driving variables

What do you call variables that affect the focus variables?

impacted variables

What do you call the variables that are affected by the focus variables?

Katrina Proust

Who said that “the crucial point is that the causal diagram is intended to capture the structure of the system, not describe its behaviour. The behaviour is a consequence of the structure?”

1. FGD, KII, survey

2. Thematic Analysis

3. Prepare Initial CLD

4. Validation Meeting

5. Finalization and presentation of CLD

How do we gather information for creation of a CLD?

1. Go back to your research objectives

2. Go back to the data

3. Determine the Key Themes

4. Construct the CLD table

5. Constructing the CLD

6. Report Writing

7. Validation

8. Revise and submit the report

What are the eight (8) Steps in Developing a CLD (research)?

1. Transposable across sites and cases

2. Frameworks for complexity

3. Cross-sector interactions among institutions, communities, individuals, ecosystem

4. Not for statistical inferences but more understanding and open discussion across sectors

What are the advantages of using the Human Ecology frameworks?