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---
name: systems-thinking
description: Analyze complex systems, feedback loops, and leverage points. Avoid linear thinking for complex problems.
triggers: [systems thinking, causal loop, feedback loop, leverage point, root cause, system map, holism, iceberg model]
context_cost: medium
---
# Systems Thinking Skill
## Goal
To understand the system as a whole, specifically focusing on relationships, feedback loops, and delays, rather than looking at isolated parts. Use this when solving stubborn, recurring problems or designing robust architectures.
## Steps
1. **The Iceberg Model Analysis**
* **Events (React):** What just happened? (The bug/incident)
* **Patterns (Anticipate):** What trends have been happening over time?
* **Structures (Design):** What influenced the patterns? (Architecture, Org chart, Incentives)
* **Mental Models (Transform):** What assumptions/beliefs keep the system in place?
2. **Causal Loop Diagramming (CLD)**
* Identify variables (e.g., "Code Quality", "Velocity", "Tech Debt").
* Map relationships (S = Same direction, O = Opposite direction).
* Identify Loops:
* **Reinforcing (R):** Exponential growth/collapse (Virtuous/Vicious cycles).
* **Balancing (B):** Goal-seeking/Stabilizing.
* *Output:* Mermaid diagram or text-based CLD.
3. **Identify Leverage Points**
* Where is the intervention point with the highest impact?
* Examples: Changing a buffer size (Low leverage) vs Changing the goal of the system (High leverage).
4. **Archetype Matching**
* Does this match a known system trap?
* *Examples:* "Fixes that Fail", "Shifting the Burden", "Tragedy of the Commons", "Drifting Goals".
## Output Format
A strategic analysis document at `docs/strategic/SYSTEM_ANALYSIS.md` containing the Iceberg analyis and Causal Loop Diagrams.
## Constraints
* Look for circular causality, not linear (A causes B, but B also influences A).
* Watch out for *delays* in the system—they cause oscillation.
