The LeSS (Large-Scale Scrum) framework gives an
overview of Systems Thinking.
In systems thinking you consider the effect of a decision on the entire system. For example, if a manager tells a software teams to complete a project in half the time while delivering the same number of features, the developers will likely take shortcuts that actually delay the project.
The systems thinking article explains that when managers at Microsoft put pressure on developers, the developers pulled out their secret toolbox.
...the many practices related to hacking out dirty code (no tests, no reviews, ignore known defects, copy-paste programming, poor design, …) to apparently deliver a feature faster. You see, developers also have quick-fix reactions for their problems.
The developer tactics had a delayed effect, and as the project progressed, features were added at a much slower pace.