Boundary framing

Starting a project involves defining the topic, this could be in relation to a specific problem, industry or context. Identifying a topic and project scope is essential to create a lens through which a system can be examined.[1] This lens, also referred to as a boundary, helps to define a manageable framework for the design intervention.[2]  In reality systems are a continuum, and rarely have boundaries, but they are necessary to define otherwise endless concepts.[3] Before a boundary can be formed it is essential to unravel the topic far beyond the assumed sphere of relevance, only then can the boundary be constructed in an informed manner.[4] This process requires an iterative approach throughout the project to ensure associated concepts related to the evolving project are considered.[5]

Create categories

Main categories and sub-categories are created based on the project topic, scope and defined system boundary. Categories are distributed into subjects that help to form a comprehensive view of the topic and provide an organised means to approach data collection.[6] Main categories can include broad subject areas like geography, culture and the economy, while sub-categories need to provide a level of detail based on the specific context of the project.

 Secondary research

Secondary research, also known as desk research, involves utilising existing information that has been collected, summarised or collated by others.[7] It can include data like scientific literature, reports, databases and statistical analysis. Unconventional data sources can also be analysed to unearth context specific information, this could include art, folklore, media channels, microblogging, and data found on social networks.[8]

 Primary research

Primary research, also known as field research, is any type of data that you have collected firsthand rather than found in a book or report.[9] It involves observing and empathising with your chosen project context, stakeholders and artefacts.[10] Human-centred design methods like interviews, journey maps, ethnographic research and surveys can be particularly useful.[11]

Visual sense-making

Visual sense-making is used to communicate problems in collaborative problem-solving and assists in increasing cognitive perception and revealing patterns within the data.[12] A multitude of visualisation techniques are available, two of the most notable are synthesis maps and giga-maps. These mapping techniques are types of systems maps that utilise and combine a plethora of visualisation formats, including causal loop diagrams, infographics, journey mapping, the rich picture, flow charts, sequential analysis and spatial maps.[13], [14] In order to communicate the collected data in a comprehendible manner visualisations vary with each project depending on the goal, context and target audience.[15] Visualisations evolve and grow throughout the course of the project, informing and reflecting shifts in the field of inquiry.[16]

Explore relationships

Exploring relationships between the objects that make up a system is a central feature of systems thinking.[17] By understanding the relationship between a systems structures a more comprehensive understanding of its characteristics and what makes it produce results is established.[18] These insights assist in the identification of leverage points. To support and guide this exploration, Sevaldson has developed a ‘Library of Systemic Relations’.[19] The library catalogues a vast repertoire of relation variations (for example structural, social, causal, semantic). The library can be accessed at: The Library of Systemic Relations

ZIP analysis

ZIP analysis is a technique developed by Birger Sevaldson to find potential areas for intervention.[20] ZIP stands for Zoom, Innovation and Potential or Problem. Zoom represents areas within the project that need more research. By marking these areas on your visualisations (from the inquiry stage) they act as a prompt to make additional maps that zoom further into the system. The next step is ‘P’ for potential or problems. It symbolises areas of the project that have room for improvement. To identify areas of potential it can be helpful to search for problems, as these are obvious areas that need attention. Areas of potential are comparable to the leverage points for intervention developed by Donnella Meadows.[21] Meadows identifies 12 areas to explore, including things like: stock and flows, rules and paradigms. The final stage of a ZIP analysis is ‘I’ for innovation or intervention. This step involves listing new ideas to address a problem or connecting relations in new ways to tweak how the system behaves.

Envisioning

Envisioning is a future-finding process that involves the collective generation and evaluation of possible futures.[22] Envisioned futures provide multiple alternatives or scenarios consistent with a vision or intent. Envisioning is comparable to the process of design futuring developed by Tony Fry.[23] Design futuring refers to active envisioning intended to reimagine and redirect future possibilities towards ecological, ethical and social outcomes.[24] Within these practices it is important to emphasise the role of co-creation to promote participatory stakeholder engagement. Co-creation enables value creation by supporting collective planning, social change and organisational development.[25]

Backcasting

Backcasting is a retroductive mode of planning future change and system evolution.[26] It involves starting with a desirable future and working backwards to identify specific steps that will connect the future to the present. Backcasting is a central approach for positive change as it can help to create a transition roadmap for envisioned futures.

Sequential analysis

Considering how a system will evolve over time is as important as the design of the system structures, processes and relationships.[27] Foresight models help to predict and analyse the continual and inevitable adaption of a system in relation to the designed concept over time. System maps are often designed as a timeline to determine how a design will go on designing into the future. Ryan suggests that mapping situations to account for their history, present state and possible future creates frames that can illuminate fractures between existing patterns and emerging developments.[28] Sevaldson notes that mapping sequentially ordered scenarios can be done using several types of diagrams, such as, Gantt charts, flow charts and PERT (program, evaluation, review, technique) diagrams.[29]

Feedback coordination

Systems maps, like causal loop diagrams, iceberg models and convergence graphs can be used to analyse and coordinate system feedback. Feedback coordination recognises that positive and negative feedback loops can be used to guide desired system outcomes.[30] The process involves an iterative and continuous gathering of information in order to measure gaps between the present state and desired state of a system. The analysis of expected outcomes and actual outcomes informs and facilitates the coordination of new approaches and strategies. Meadows asserts that there are two main types of feedback loops: balancing and reinforcing. Balancing (or stabilising) feedback loops occur when elements within a system seek equilibrium. Conversely reinforcing loops are self-enhancing leading to exponential growth or collapse over time.[31] Understanding feedback loops provides a deeper insight into causality and how system elements relate.