What is systems thinking in AEC?

Systems thinking in AEC is a way of seeing practices as interconnected elements linked by relationships, feedback and constraints to serve a purpose within a chosen boundary. It helps teams understand behaviour and improve outcomes across projects and the practice.

What are the four levels of systems in AEC practice?

The article outlines four levels: Task Systems (checklists, scripts, templates), Process Systems (end-to-end flows), Capabilities Systems (abilities a practice maintains, such as BIM coordination), and Practice Systems (purpose, positioning, priorities and constraints).

Why are boundaries important in systems thinking?

Boundaries are chosen, not discovered. They define what is in or out of scope so you can observe, measure and change a system without drowning in complexity.

How do I start applying systems thinking in my firm?

Use two repeating steps: Document → sketch the boundary and elements, observe relationships and feedback; Adjust → change one constraint or feedback loop, then watch for side-effects. Iterate.

Do I need new tools to improve my system?

Not necessarily. The rule of thumb is to change constraints and feedback before adding tools or people. Many gains come from clarifying purpose, standards and loops.

What are common failure modes when working with systems?

Typical traps include changing tools first, failing to define boundaries, optimising tasks while the process is broken, and running without consistent feedback loops.

Is there an example of measurable improvement?

Yes. By adding a constraint (no agenda, no meeting) and a feedback loop (daily automated issue summary), RFIs dropped by 28% within eight weeks without adding people.

Models and Systems Thinking in AEC: Useful, Not Perfect

Machiel Odendaal
Oct 21
3 min read

Updated: 6 days ago

All models are wrong, but some are useful" ~ George E.P. Box

Every model simplifies reality. That’s the point and the risk. I choose to see the AEC world through a model of systems. It isn’t ‘right’ for everyone, but it is useful: it gives me a language, structure and a way to make sense of messy projects and practices.

I reframe Box’s quote for my work: All systems are wrong; but some are useful.

Definition of Systems

A system is a set of interconnected elements organised by relationships to serve a purpose within a boundary and have emergent properties.

Hand-drawn system diagram showing interconnected elements and feedback loops, illustrating relationships and flows within architectural or AEC systems. — A simple system: interconnected elements and feedback loops that create behaviour within a boundary.

Elements: people, tools, activities

Relationships: flows, rules, incentives, information.

Purpose: the “why” that shapes the system.

Boundary: what’s in/out. It’s chosen and not discovered.

Emergent: the system does more than its parts (purpose).

Levels of Systems

A view of the systems can be seen through a Model of Levels, where each level deals with types of systems as broadly defined purposes or outcome types.

The levels are:

Practice Systems: Sets direction and constraints (purpose, positioning, priorities, policies, culture, etc, the sense of the environment, allocates attention and resources). Examples: “We prioritise mid-rise housing; ISO 19650 standards are mandatory.”
Capabilities Systems: Abilities the practice must maintain and improve, independent of teams and tools. Examples: Design optioneering, BIM Coordination, client communication.
Process Systems: End-to-end flows that transform input into client-visible outcomes.Examples: Design Review Process, Design-to-Manufacturing, RFI management.
Task Systems:
Executable steps, checklists, scripts, templates, and the work that deliver a specific piece of work.
Examples: Create sheet sets for level 3. Run clash detection and log issues”

Diagram showing four levels of systems in AEC — Task Systems, Process Systems, Capabilities Systems, and Practice Systems — arranged as a hierarchy from execution to strategy. — Four levels of systems in practice — from the tasks that deliver outcomes to the practice-level systems that set purpose and constraints.

Systems Thinking in AEC Practice

As a little something extra, the focus of outlining the systems in levels is to help people and firms determine what type of system they are dealing with and who the key actors are within that system.

Applying Systems Thinking in AEC Practice

Two things, repeat forever:

Document → Observer: sketch the boundary, list the elements/ relationships, watch how the system operates under real-world conditions.
Adjust → Watch for side-effects: change one constraint or feedback and see what actually happens.

Rule of thumb: make changes to the constraints and feedback before adding more steps or people.

Once you’ve done this, you can start adjusting the system to build towards an outcome that is more aligned with what the expectations are. Remember that when you are adjusting your system, you will have unintended consequences that you didn’t plan for - so look at the purpose as an ‘aspiration to be achieved’, not a fixed end state and the constraints as the hurdles to get you closer to this desired future state.

Example: We reduced RFIs by changing a constraint (no agenda, no meeting) and a feedback loop (daily automated issue summary). The number of people is unchanged; RFIs dropped 28% within 8 weeks.

“The system, to a large extent, causes its own behaviour!” ~ Thinking in Systems, Donella Meadows.

Failures Modes

There are common failures that, when working with systems, be aware of the following:

Changing tools first without changing the constraints.
Not defining the boundaries, meaning ‘everything is in’ will lead to nothing improving.
Improving the task while the process is broken.
No consistent feedback loops are implemented, so the system can’t learn.

By avoiding these, your system can start small - your comfort level - and grow as you become more confident in your designs.

Systems Summary

Models and systems are plausible. Use them anyway. Start by choosing a boundary, documenting what actually happens and then change a constraint or feedback loop at a time. The value isn’t getting it ‘right’; it’s about getting clarity on your next constraint and overcoming it. Systems thinking in the AEC is critical for everyone.

The idea, arguments and writing, with errors, were developed by me. PlaudAI was used to record my thoughts and transcribe, and ChatGPT was used to create a structure for my thoughts to reference in the writing of this article.