Many of today’s big environmental, social and economic challenges are rooted in the built environment. Most professionals would like to crack them. Systems thinking may be the answer. A new content programme – backed by Building and the Built Environment Connective – explores joined-up and transformative approaches
We are excited to introduce Building Systems Thinking, a new content programme in collaboration with the Built Environment Connective.
Systems thinking is a well-established discipline in industries such as aerospace, automotive manufacturing, IT and pharmaceuticals, but it remains largely undiscovered in the built environment, where it could have a transformative impact.
Systems thinking provides strategies and tools to better see and address complexity, connectedness and interdependency. The network of buildings and infrastructure that make up, connect and sustain our cities, towns and rural communities may be the biggest, most connected “system” that humankind has created.
Failures reveal how interlinked the parts in that system are, how poorly we understand the way it really works, and how fragmentation between sectors, organisations and functions impedes improvement. Those same factors are key to protecting against major incidents and improving outcomes for people, the environment and the economy.
Systems thinking can equip those who plan, design, deliver and manage our buildings and infrastructure – existing and new – to develop a more joined-up view and approach, and to work in a more joined-up way.
The benefits span traditional industry concerns such as construction safety and productivity to imperatives including biodiversity, net zero, resilience and social inclusion (see below: Systems thinking in five steps).
Through news, analysis, case studies, events and special reports, Building Systems Thinking will explain the “what, why, how and impact” of systems thinking. The content programme is being developed in collaboration with the Built Environment Connective, a diverse community of individuals and organisations representing the whole of the built environment.
Mark Enzer, chair of the Built Environment Connective steering group, says: “The connective is founded on the principles of consensus, connection and change. Our vision is for a built environment that enables people and nature to flourish together for generations. The world is clearly not on the right trajectory at present.
“Due to the built environment’s sheer scale, the intensity of resource use, and inbuilt processes, it has a huge influence on outcomes for people and planet.
“The cConnective is for everyone who shares our understanding of the need for positive systems change.”
Enzer adds: “Building Systems Thinking provides welcome support for our mission. We need to rapidly grow the number of professionals who are aware of and understand systems thinking, give them access to resources, show real world examples of systems thinking and its benefits, and help them connect.”
The Built Environment Connective issued a call for collective, system-scale action in a paper, Connect to change, which was published on 3 July with support from the National Infrastructure and Service Transformation Authority (NISTA, the Treasury unit responsible for the government’s 10-year infrastructure strategy), the Department for Business and Trade and the Infrastructure Client Group, a club of the UK’s largest economic and social infrastructure clients.
The paper set out recommendations that the connective is now putting into action through “communities of interest and action”, representing clients, investors, consultants, academics and system specialists. Those recommendations include:
Evidence
- Launching a government-facing review of the built environment as a system of systems
Policy and regulation
- Strengthen cross-departmental policymaking (with NISTA likely to lead)
- Improving cross-sector regulation and management of systemic risks (again, likely to be led by NISTA)
Capability and leadership
- Embedding systems thinking in education and training
- Building a cadre of industry leaders fluent in systems thinking
Standards and tools
- Creating forums to develop and host tools, frameworks and knowledge
- Developing a standard on systems approaches for the built environment
- Developing outcomes-focused, systems-based performance metrics
Building Systems Thinking will chart progress, starting in the coming weeks with:
- A first of its kind listing of courses in systems thinking, from undergraduate degrees to executive training. The listing is being compiled by the UK Collaboratorium for Research on Infrastructure and Cities (UKCRIC).
- A preview of the built environment systems review. As the review gears up, we are convening a panel of expert stakeholders to hear what those in industry hope the review will deliver.
Building Systems Thinking will shine a light on where opportunities are being unlocked, and how you can get involved. Get in touch to share your story or join the movement.
Systems thinking in five steps
While the route to achieving better outcomes can be complex, the process of applying systems approaches can be broken down into straightforward steps. These can be applied to any system at any level, such as a city, the interface between energy and transport, or a major project’s supply chain.
0. Know your scope
The concept of “step zero” is common in industries that require careful planning, risk assessment and foundational groundwork before initiating a project. It is a preliminary phase where essential considerations are identified and mapped.
In this instance, step zero involves outlining what it is you want to influence and at which level. Define the system of interest and its related outcomes.
Drawing an exploratory system boundary helps to clarify what is in scope, what is out and who the key stakeholders are. This ensures that the entire system, including its interconnected components and actors, is considered in the planning process.
It is important to recognise that step zero is dynamic: as systems are complex and constantly evolving, the system boundary requires continuous reflection and adjustment.
1. Focus on the outcomes
At the highest level, desirable outcomes will be a combination of environmental, social and economic factors. It is essential to understand the gap between the outcomes that are desired and those delivered by the system as it currently is. This difference will be the key driver for systems change.
Outcomes are experienced by people and nature in specific places, either as benefits or disbenefit. Therefore it is critical to include all stakeholders, particularly those who are unrepresented, including nature. This is vital both for identifying and agreeing the desired outcomes a system is intended to achieve, and trade-offs between different outcomes.
2. Understand the systems
Analyse the systems to understand how they can deliver the desired outcomes. This includes analysing root causes of issues, identifying leverage points for effective interventions, and recognising the gaps between organisational or informational siloes.
There are established tools for mapping, modelling and visualising systems, to identify physical, digital and organisational relationships. When seeking to understand the system of interest, it important to remember there will be connections that cross the boundary, because systems are always parts of larger systems.
Feedback from stakeholders with diverse perspectives will provide vital insights into connections and gaps.
3. Drive effective interventions
Interventions should be designed to nudge the system towards achieving the desired outcomes. Interventions can be small or large, operational or structural. They can be entirely new additions, or modifications to the existing system.
It is important to recognise that existing systems are vastly larger than new projects, both in terms of value and the outcomes they deliver. Therefore the greatest positive difference can often be achieved by focusing on interventions that modify what already exists.
4. Observe, learn and repeat
Systems thinking is iterative. Regular reflection and refinement are necessary to ensure continuous improvement. Monitoring the impact of interventions and understanding system performance against target outcomes will allow for data-driven decision-making.
Systems thinking requires a culture of learning, curiosity and evidence-based improvement. It is a culture well suited to the process of continuous review and improvement that underpins preparedness planning.
Coming up in Building Systems Thinking…
The Building Systems Thinking content programme will run analysis, opinion, explainers, case studies, reports and events. At our Building the Future Conference on 2 October we will be hosting our first closed round-table systems thinking discussion, reporting on what is said for our readers. The high-level speakers include:
- Alexandra Bolton (chair), independent consultant, Curgenven Wolfe, and steering group member, Built Environment Connective
- Laura Doanova, policy executive, Association for Consultancy & Engineering
- Barry Gibbs, director of GB Construction, Willis
- Fergus Harradence, deputy director, infrastructure and construction, Construction, Infrastructure & Energy Directorate, Department for Business & Trade
- Marie-Claude Hemming, policy director, Association for Consultancy & Engineering
- Ron Lang, transformation advisor to the National Infrastructure & Service Transformation Authority and regional director Atkins Realis
- Jeff May, deputy chief executive, Construction Products Association
- Andrew Mylius, editor, Building Systems Thinking and steering group member, Built Environment Connective
- Ges Rosenberg, research fellow in systems thinking/cities, University of Bristol, and academic community lead, Built Environment Connective
- Gavin Summerson, head of construction and infrastructure, Connected Places Catapult
- Colin Taylor, chair of the South West Infrastructure Partnership
- Alasdair Young, global energy transition leader, Buro Happold
To find out more about editorial, contact andrew@mylius.co and for partnership opportunities contact cameron.marshall@assemblemediagroup.co.uk
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