Connection Circles

Choose this exercise

Purpose: Map direct positive and negative causal links among system variables to locate reinforcing and balancing loops.

Use it when: Use when a team needs to examine recurring bottlenecks, chronic misunderstandings, or complex system behaviors instead of treating isolated symptoms.

Skip it when: Skip when the challenge has a simple linear fix, when participants lack operational familiarity with the topic, or when a quick crisis decision is needed.

Group arrangement: Small working groups of 3 to 5 people. Groups of 4 work best. For counts like 7, 11, or 17, form a mix of 3, 4, and 5 person groups (for example, 17 divides into two groups of 4 and three groups of 3).

Timing: UWT suggested standard 35-minute timing. The 5 to 15 minute old record does not allow enough time for variable selection and causal tracing.

Materials and tools

• One flip chart sheet per small group with a large blank circle pre-drawn
• One pack of standard sticky notes per small group
• Two dark marker pens per small group
• One colored marker pen per small group for highlighting feedback loops
• Digital whiteboard template with pre-drawn circles for remote setups

Before participants arrive

1. Draw a large circle on each flip chart sheet or digital whiteboard frame.
2. Divide tables or breakout rooms to accommodate 3 to 5 people each.
3. Write the system challenge clearly on the main presentation display.

Say this to open

Complex issues rarely move in straight lines. Today we will map how elements in our system drive one another. On your sheet, you have a circle. You will identify key factors, arrange them along the edge, and trace arrows showing direct cause and effect. We will see which factors amplify or dampen each other.

How to run it

1. Identify key elements 7 minutes

   State the system topic. Say the opening script. Ask each group to list components that can increase or decrease over time, such as trust, rework, or delivery speed. Neutral example: choose 'defects found' or 'testing time' rather than static labels like 'QA team' or 'software'. Groups pick between 5 and 10 key elements, write each on a sticky note, and stick them evenly spaced along the outer perimeter of their circle.

2. Map causal connections 10 minutes

   Teams identify direct cause-and-effect links between variables. For each direct link, draw an arrow through the circle from the cause to the effect. At the arrowhead, write a plus sign (+) if an increase in the cause makes the effect increase, or a minus sign (-) if an increase in the cause makes the effect decrease. Remind teams to include only direct, immediate impacts rather than long chains.

3. Trace feedback loops and drivers 8 minutes

   Groups trace pathways of arrows to find closed loops that return to their starting point. Highlight these loops with the colored marker. To classify a loop, count the minus signs in the cycle: an even number of minus signs (including zero) indicates a reinforcing loop that amplifies change, while an odd number indicates a balancing loop that resists change. Have each group note which element has the most outgoing arrows as a candidate primary driver.

4. Share and debrief 10 minutes

   Each group hangs their circle or brings their digital board into focus. Invite 2 or 3 groups to present one loop or primary driver they discovered. Transition to whole-room debrief using the stated debrief questions.

Debrief questions

• Which element had the highest number of outgoing arrows, and what does that tell us about where to intervene?
• Where did you discover a closed feedback loop that reinforces an unintended outcome?
• Which single link, if altered or severed, would most improve the behavior of the entire system?

Finished output: A drawn circle diagram containing 5 to 10 variable labels around the perimeter, labeled directional causal arrows (+/-), and highlighted feedback loops.

Remote

Create separate digital whiteboard frames for each breakout room, each with a pre-drawn circle. Participants join breakout rooms of 3 to 5 people, add sticky notes to the circle edge, and use digital connector lines labeled with + or - across the circle. Bring all frames into common view for the debrief.

Hybrid

Form fully in-person groups around physical flip charts and fully remote groups in video breakout rooms using a shared digital board. In-person teams photograph and upload their charts before Step 4 so all participants review the same board during whole-room sharing.

Access and participation choices

• Offer distinct small-group roles such as diagram drafter, note taker, or discussion speaker so individuals choose how to engage.
• Allow participants to contribute ideas in writing on sticky notes or chat instead of speaking aloud.
• Anyone may pass on presenting to the full room without explanation.

If the session gets stuck

Participants list static nouns like 'Database' or 'Management' that cannot increase or decrease.

Ask them how they would measure that item. Help them convert it to a measurable variable, such as 'Database query latency' or 'Management check-in frequency'.

Groups draw arrows between every single element, creating an unreadable spiderweb.

Remind teams to map only direct cause-and-effect links that happen immediately without an intermediate step.

Terms used here

• Reinforcing Loop: A closed causal cycle with an even number of negative links that continually amplifies change in the same direction.
• Balancing Loop: A closed causal cycle with an odd number of negative links that counteracts change and pulls the system toward equilibrium.