Standards coverage and limits

Editorial mapping for practice, not SCiO endorsement, accreditation or an end-point assessment judgement. The portfolio distinguishes training/case-study application from work in organisations. These fictional exercises remain in that learning category.

Sources: Public self-assessment portfolio, v11 February 2025 and ST0787 version 1.2, effective 20 February 2025. Checked 7 September 2026. This mapping is editorial, not a replacement for either standard.

Apprenticeship K2 requires working knowledge of at least three approaches, including at least two of CSH, SSM, System Dynamics and VSM. This wider library offers choice; it does not make all thirteen compulsory.

SCiO approaches

Framework row	Free practice	Depth and limit
Confrontation Analysis (CONAN)	Confrontation Analysis: separate positions, options and credibility	An introductory confrontation-analysis rehearsal, not a full formal classification of dilemmas or a prediction of behaviour. Consent, new options and changing preferences remain possible.
Critical System Heuristics (CSH: Ulrich, Reynolds)	Critical Systems Heuristics: inspect all twelve boundary categories	This exercise checks the completeness and consistency of boundary reasoning. It does not supply a morally unique answer or pretend that the practitioner represents every affected person.
INFORMED Group Dynamics (Marguet)	INFORMED Group Dynamics: investigate the distinctions behind a decision	An original introductory rehearsal using the publicly described INFORMED framing and personal-construct orientation. It is not Marguet's complete taught protocol, a personality assessment, or a validated repertory-grid diagnosis. Use supervised teaching for the fuller approach.
Interactive Management (Warfield & Christakis)	Interactive Management: construct a small interpretive structural model	This rehearses one modelling component of Interactive Management. It does not reproduce its full facilitated group process or establish group agreement. The external handbook's free-download availability is uncertain, so the complete case is supplied here.
Interactive planning (Ackoff)	Interactive planning: design the service you would choose now	A small rehearsal of Ackoff's interactive planning and idealised design. It is not an invitation to ignore present feasibility, affected people or implementation.
Mosaic Transformation (Hoverstadt), Bubble Strategy	Mosaic transformation and bubble strategy: sequence changes you can sustain	An original small rehearsal of published sequencing ideas. It does not reproduce a proprietary training exercise or claim that a protected bubble is a complete Mosaic transformation.
Multi-methodology (Rosenhead, Jackson, Ison)	Multi-methodology: justify the move from one method to another	A basic methodological design exercise. There is no universal correct sequence. The checks concern fit, assumptions and transitions, not allegiance to one classification of methods.
Patterns of Strategy (Hoverstadt & Loh)	Patterns of Strategy: model dependence, fit and timing	An original introductory relationship exercise. It does not reproduce the book's pattern catalogue or claim that one numerical ratio captures strategic power.
Socio-Technical Systems (Trist)	Socio-Technical Systems: redesign the work and technology together	A basic primary-work-system exercise informed by the socio-technical tradition. It is not a complete participative design process or a substitute for workers' and users' involvement.
Soft Systems Methodology (SSM)	Soft Systems Methodology: build a model that follows its purpose	A compact SSM rehearsal. The stages organise learning here; they are not a claim that SSM is a mandatory linear project sequence. An activity model is an inquiry device, not a description of what the organisation really is.
Syntegration/SyntegrityTM	Syntegration: test the communication structure before the event	A paper exercise about the classic structure, not delivery of a licensed or full Team Syntegrity event. It does not replace facilitation, topic formation, role allocation or the complete protocol. Other developed formats exist.
System Dynamics (Forrester)	System Dynamics: build, calculate and challenge a queue model	An original discrete-time stock-flow rehearsal with a deliberately simple boundary. It is not a prediction of a real service and does not validate a model merely because it runs.
Viable System Model (VSM)	Viable System Model: diagnose functions and channels	A basic organisational diagnosis. Functions can be distributed or combined in people and groups. The exercise does not establish that every multi-agency network has a single legitimate metasystem.

SCiO theory rows

Framework row	Free practice	Depth and limit
Systemic thinking & systems concepts	Systems concepts: make your boundary inspectable	A first rehearsal of boundaries, relationships, perspectives, feedback and emergence. It is not a complete treatment of systems philosophy or complexity science.
Systems Laws	Systems laws: test variety, feedback and local optimisation	Basic examples of requisite variety, feedback delay and whole-system effects. The SCiO row is broader; this page does not claim to cover every law in a systems-laws course.
Transposing Theory (YoYo model)	Transposing theory: move up to a pattern and back down	A basic abstraction-and-return rehearsal for the framework's transposing-theory row. Its resource list also cites Yi Lin's systemic yoyo; this exercise does not teach or validate that distinct formal model. The terminology and intended depth should be checked with your tutor.

Systemic intervention and inquiry

The third section of the SCiO portfolio mixes systemic intervention practices with generic professional techniques. The ten additional pages provide basic rehearsals for the explicitly systemic and closely related inquiry, learning, conversation, service and evaluation work named in their headings. They are not a claim to teach every professional technique in that section.

Strategic Options Development and Analysis (SODA): SODA: build a means-ends map without erasing disagreement
Fractal Enterprise Model & Capabilities (Bider): Fractal Enterprise Model: alternate processes and the assets they depend on
Critical Social Learning Systems; Action learning; Action research; Appreciative Enquiry: Critical social learning: build a learning relationship across boundaries
Deming; Vanguard Method (Seddon); Lean & Six-Sigma: Service systems: follow demand and distinguish activity from resolution
Stakeholder analysis; Influence mapping; Interview technique; Listening & multiple perspectives; Large group engagement processes: Participative inquiry: test who your evidence leaves out
Systemic inquiry and intervention design: futures, uncertainty and complexity: Futures and probes: test robustness without pretending to predict
Multi-agency intervention; Values mapping and integration; Managing deflection / resistance & challenge: Ethics and power: make an intervention's authority and effects explicit
Action research; Scientific Theory & Evidence; Learning design & learning conversations: Evaluation and reflexivity: test the claim you are tempted to make
Constellations (Systemic): Systemic constellations: use a spatial representation as a hypothesis
Conversation mapping; Ladder of inference; Productive conversations; Detecting & Managing undiscussables: Systemic conversations: expose inference and repair a broken commitment

Every apprenticeship KSB: practice contribution, not a pass claim

Links indicate opportunities to rehearse. All skills require application and evidence in context. Behaviours require observation over time. K4 also needs sector-specific legal, professional and safeguarding study.

K1: Systems thinking

Systems concepts: make your boundary inspectable, Systems laws: test variety, feedback and local optimisation, Transposing theory: move up to a pattern and back down, Soft Systems Methodology: build a model that follows its purpose, System Dynamics: build, calculate and challenge a queue model, Viable System Model: diagnose functions and channels, Critical Systems Heuristics: inspect all twelve boundary categories, Interactive planning: design the service you would choose now, Multi-methodology: justify the move from one method to another, Service systems: follow demand and distinguish activity from resolution, Futures and probes: test robustness without pretending to predict

Introductory practice and source route, not exhaustive knowledge coverage.

K2: Systems approaches

Transposing theory: move up to a pattern and back down, Soft Systems Methodology: build a model that follows its purpose, System Dynamics: build, calculate and challenge a queue model, Viable System Model: diagnose functions and channels, Critical Systems Heuristics: inspect all twelve boundary categories, Confrontation Analysis: separate positions, options and credibility, INFORMED Group Dynamics: investigate the distinctions behind a decision, Interactive Management: construct a small interpretive structural model, Interactive planning: design the service you would choose now, Mosaic transformation and bubble strategy: sequence changes you can sustain, Multi-methodology: justify the move from one method to another, Patterns of Strategy: model dependence, fit and timing, Socio-Technical Systems: redesign the work and technology together, Syntegration: test the communication structure before the event, SODA: build a means-ends map without erasing disagreement, Fractal Enterprise Model: alternate processes and the assets they depend on, Futures and probes: test robustness without pretending to predict

Introductory practice and source route, not exhaustive knowledge coverage.

K3: Intervention and engagement

Confrontation Analysis: separate positions, options and credibility, INFORMED Group Dynamics: investigate the distinctions behind a decision, Interactive Management: construct a small interpretive structural model, Interactive planning: design the service you would choose now, Mosaic transformation and bubble strategy: sequence changes you can sustain, Multi-methodology: justify the move from one method to another, Socio-Technical Systems: redesign the work and technology together, Syntegration: test the communication structure before the event, SODA: build a means-ends map without erasing disagreement, Critical social learning: build a learning relationship across boundaries, Service systems: follow demand and distinguish activity from resolution, Participative inquiry: test who your evidence leaves out, Futures and probes: test robustness without pretending to predict, Ethics and power: make an intervention's authority and effects explicit, Evaluation and reflexivity: test the claim you are tempted to make, Systemic constellations: use a spatial representation as a hypothesis, Systemic conversations: expose inference and repair a broken commitment

Introductory practice and source route, not exhaustive knowledge coverage.

K4: Ethics

Critical Systems Heuristics: inspect all twelve boundary categories, Confrontation Analysis: separate positions, options and credibility, Critical social learning: build a learning relationship across boundaries, Participative inquiry: test who your evidence leaves out, Ethics and power: make an intervention's authority and effects explicit, Systemic constellations: use a spatial representation as a hypothesis

Introductory practice and source route, not exhaustive knowledge coverage.

K5: Assessment and evaluation

System Dynamics: build, calculate and challenge a queue model, Service systems: follow demand and distinguish activity from resolution, Evaluation and reflexivity: test the claim you are tempted to make

Introductory practice and source route, not exhaustive knowledge coverage.