A “successful system” is introduced through project roles, concerns, and role concerns in today’s systems thinking.
We call the system successful if it takes into account all external and internal project roles concerns. The project team independently identifies all concerned project roles and tries to identify all possible concerns. Further, the preferences of the identified roles in the relevant concerns are considered. And then, the team decides the role concerns of which project roles will be satisfied when creating the system.
A successful system is a system in which all role concerns are considered (satisfied): for this, models/views of the system are created.
The maximum number of roles and their concerns are considered, and the role concerns of only those roles that the team has chosen are satisfied. It is impossible to satisfy all role concerns. There is not enough time and money for this. However, by taking into account everyone and meeting only the main concerns and the corresponding role concerns, the team understands what costs it may incur.
For example, the team may consider a buyer’s concern at a low price but it is not required to satisfy that preference. Although, by setting a specific price, the team can miscalculate and incur responsibility for this in the form of lost profits.
Note that the team must not only choose which preferences to consider but also try to identify all possible concerns. Moreover, these concerns are not only and not so much in finance.
Note that in projects, such concerns as profit, deadlines, and quality mainly appear. Certain project roles signify their role concerns (they prefer greater profits, shorter deadlines, and higher quality). From a systems thinking point of view, we cannot call a system successful if only these role concerns are satisfied. If the system, for example, can harm human health, then the company will not do well in the future.
So, first, the team identifies all possible project roles and their concerns. Then considers each role concern and decides what to do with it: to satisfy or not? It is a conscious decision for which the team is responsible. The team puts its skin on the game when it determines a list of project roles whose role concerns will be worked out in the project and eventually satisfied in the system.
The team may not decide to satisfy some roles’ preferences. But if the team has worked out all the concerns and preferences, they are considered. However, not all of them may be satisfied. Consideration and satisfaction are two different things.