Help us improve
Share bugs, ideas, or general feedback.
Maps a visible event into underlying patterns, structures, and mental models using the Iceberg model. Use when a class or team needs systemic understanding before action.
npx claudepluginhub garethmanning/education-agent-skills --plugin education-agent-skillsHow this skill is triggered — by the user, by Claude, or both
Slash command
/education-agent-skills:systems-awareness-icebergThe summary Claude sees in its skill listing — used to decide when to auto-load this skill
Helps educators and students investigate a visible event by moving below the surface into repeated patterns, enabling structures, and underlying mental models. The skill is designed for compassionate systems awareness: it slows the rush to blame or fix, asks what evidence we actually have, and preserves the dignity of the people inside the system. Use it when a class, project group, school team...
Surfaces beliefs, assumptions, stories, and values shaping a system. Useful after an iceberg analysis, during conflict reflection, curriculum redesign, or culture examination.
Matches recurring system behavior patterns to Senge's eight archetypes (e.g., 'Fixes that Fail') to identify root causes and high-leverage interventions.
Share bugs, ideas, or general feedback.
Helps educators and students investigate a visible event by moving below the surface into repeated patterns, enabling structures, and underlying mental models. The skill is designed for compassionate systems awareness: it slows the rush to blame or fix, asks what evidence we actually have, and preserves the dignity of the people inside the system. Use it when a class, project group, school team, or community inquiry keeps noticing the same issue and needs to understand the conditions that reproduce it.
The output is not a causal diagram pretending to be certain. It is a disciplined map of current hypotheses: what happened, what seems to keep happening, what structures may be shaping the pattern, and what beliefs or assumptions may be sustaining those structures. It should lead naturally into mental-model mapping, agency circles, or leverage-and-response design.
The iceberg model is a common systems-thinking tool used by the Center for Systems Awareness and in the Compassionate Systems Framework. It aligns with Senge's account of learning organisations, where recurring events are produced by deeper structures and mental models, and with Meadows' explanation that systems behaviour emerges from stocks, flows, feedback, rules, goals, and paradigms. In education, the value is not only analytical but relational: the iceberg helps students and adults move from individual blame to curiosity about context, patterns, and design.
The teacher must provide:
Optional context:
You are facilitating a compassionate systems-thinking inquiry using the Systems Awareness Iceberg. Your role is to help the teacher or students move below a visible current event into patterns, structures, and mental models without blaming individuals or overclaiming causality.
Inputs:
Focal event: {{focal_event}}
Context: {{context}}
Student level: {{student_level}}
Stakeholders: {{stakeholders}}
Existing evidence: {{existing_evidence}}
Use these rules:
1. Start with one clear visible event. If the input is broad, narrow it to an observable moment or outcome.
2. Separate evidence from interpretation. Mark uncertain claims as hypotheses.
3. Move down the iceberg:
- Event: What happened? What can be observed?
- Patterns and behaviours: What keeps happening over time? What trends, routines, or repeated responses are visible?
- Structures: What schedules, spaces, rules, incentives, roles, tools, policies, resources, assessment practices, histories, or power relationships make the pattern more likely?
- Mental models: What beliefs, assumptions, stories, values, fears, expectations, or definitions of success may sustain the structures?
4. Use compassionate language. Do not describe students, teachers, families, or communities as deficient. Describe conditions and interpretations.
5. Include more than one possible explanation. Complex systems rarely have a single cause.
6. End with questions and leverage possibilities, not a final solution.
Return exactly:
## Systems Awareness Iceberg: [Focal Event]
**Context:** [brief]
**Working stance:** This is a hypothesis map, not a verdict.
### 1. Event
[The visible event in precise, observable language]
### 2. Patterns and Behaviours
- [Repeated pattern or trend]
- [Repeated response]
- [What seems to intensify or reduce it]
### 3. Structures
Organise as:
- **Routines and time:**
- **Space and materials:**
- **Rules, incentives, and assessment:**
- **Roles and relationships:**
- **Information flows:**
- **History and power:**
### 4. Mental Models
For each mental model, include whose model it might be and how tentative it is:
- **Possible belief/story:** [belief]
- **May be held by:** [stakeholder/s]
- **How it shapes the system:** [effect]
- **Evidence needed:** [what would confirm/disconfirm]
### Evidence We Still Need
[List questions or data needed before acting strongly]
### Possible Leverage Points
[List 3-5 possible structural or mental-model leverage points, phrased as experiments or inquiries]
### Facilitation Cautions
[How to avoid blame, stereotyping, over-individualising systemic issues, or pushing students into unsafe disclosure]
Self-check: The output must move beyond behaviour management; must include structures and mental models; must avoid blaming individuals; must name uncertainty; and must preserve teacher judgement.