You can embrace complexity or be smothered by it, a case for Systems Thinking.

Complexity in major infrastructure projects is a reality. When we deliver projects that have interfaces between infrastructure, systems, operators and users – as well as other in-flight projects, we will have a number of critical issues to closely manage. It is hard to get all of these onto a page and communicate it widely.

Systems thinking is a way of thinking about real world problems, using system concepts. A system is defined in terms of the following:

· Elements, parts, components (physical or abstract)
· Interconnections (interactions) between elements,
· Function or purpose a boundary (physical or logical),
· Context (e.g. organizational, technical)

Systems thinking is a natural fit to dealing with complexity without becoming bogged in the detail. For example, one may use a Causal Loop Diagram (CLD) to communicate the problem with stakeholders, and develop ideas on how to solve the critical issues. Once you have a draft CLD you can identify either balancing or reinforcing loops, form interventions to rectify the underlying problems, and ensure that any fix doesn’t have undesired effects.

There is a large body of knowledge of how to visualise problems into CLD, how to diagnose and treat problems for further detailed work. We have tools to help us identify problem actors, mental models, and system archetypes.

Here is an example of a complex sustainability issue, related with the issues of ‘coastal zone impacts’, visualised with a relatively simple CLD.