Learning — The discipline of self-improvement and organizational development. The more a leader learns, the more they develop their capacity, the greater they equip themselves with the skills to handle complex situations. As Nelson and Stolterman (2003) describe in The Design Way, “In our struggle to understand an ever more complex reality, we believe the current traditions of inquiry and action prevalent in our society do not give us the support we need—as leaders and designers—to meet the emergent challenges that now confront us.” Leaders must continually develop and grow, to evolve and adapt in order to manage the very systems that are continually fluid and ever changing. One key skill every leader must develop is the the ability to, “use both a telescope and a microscope” as Jon Gordon, leadership guru, told TheSchoolHouse302 in our #onethingseries leadership podcast. Systems thinkers often refer to this as zooming-in and zooming-out to gain the appropriate perspective at any given time. This type of learning enables the leader to develop this critical skill of zooming to view issues, from a balcony or from below, to understand the wholeness and complexity of the issue. It takes a disciplined approach, but it ultimately allows for sustainable changes to occur through growth and development.
Interdependent Parts — There are always moving parts that make up the whole. One requirement of systems thinking is that all of the moving parts are identified. Understanding the parts in and of themselves is not enough. It’s critical to know what they are, the purpose they serve, and how they function within the whole system. Each part plays a specific role and has a relationship with other parts. In other words, each part functions individually and as a fraction of the whole. Recognizing this is especially important when organizations are large, moving parts are interdependent, and this connectedness means that leaders can’t make decisions in one area without initiating a domino effect in other areas. And, weak areas or areas with multiple deficits, are always putting a strain on the system as a whole–much like the tire that blows because the wheels aren’t aligned. A very small misalignment in one moving part can have a major impact on the system as it moves in unison.
Sensemaking — Know the context, understand the system, bring clarity to an issue. Every organization is multifaceted and complex. From large to small organizations, there are hundreds of moving parts that each have their own context. Karl Weick, organizational psychologist, coined the term “sensemaking” as the leadership skill in understanding the context of situations to draw out issues needing a solution. “Executives who are strong in this capability know how to quickly capture the complexities of their environment and explain them to others in simple terms” (Ancona, Malone, Orlikowski, & Senge, 2007). For systems thinking to be at its best, teams have to engage in sensemaking as a precursor to problem solving. Understanding the true nature or an issue is the only way for a solution to be complete.
Temperament — Stay calm, show care, & build relationships between people and departments. As a leader, your temperament is important in every scenario, but it’s even more critical in times of assessment, change, and implementation of new ideas. That’s why we’re including it as a key aspect of systems thinking. Complex issues are dynamic and traditional problem solving methods fall short. Instead, leaders must bring calm to a scenario, show care for the team of people interested in identifying the moving parts and making sense of them for a solution, and build the relationships necessary between people and departments for change to be sustainable. Baldoni, executive coach and author, says that “temperament is a strong attribute of leadership; those with a temperament that is more focused on others will be those who can lead the most effectively.” Systems thinkers have to be focused on the calm that’s needed to bring people together to solve problems that will otherwise impact everyone at the table.That’s our model for systems thinking. We have used LIST in large and small organizations, and we encourage you to employ this with your team to ensure that you’re applying the important principles of systems thinking in your organization. If you want help or more information on the model, contact us. TheSchoolHouse302 is about getting to simple and maximizing effective research-based strategies that empower individuals to lead better and grow faster. Let us know what you think of this #SH302 post with a like, follow, or comment. Find us on Twitter, YouTube, iTunes, Facebook, & SoundCould. And if you want one simple model for leading better and growing faster per month, follow this blog by entering your email at the top right of the screen. Joe & T.J. Ancona, D., Malone, T., Orlikowski, W., & Senge, P. (2007). In praise of the incomplete leader. Harvard Business Review. Baldoni, J. (2016). Temperment: What it takes to lead. SmartBrief. Kirsch, V., Bildner, J., & Walker, J. (2016). Why social ventures need systems thinking. Harvard Business Review. Nelson, H. G., & Stolterman, E. (2003). The design way: intentional change in an unpredictable world. Englewood Cliffs, NJ: Educational Technology Publications. Senge, P. (2006). The fifth discipline: The art & practice of the learning organization. Random House. The Learning Counsel http://thelearningcounsel.com/article/what-systems-thinking-education Useem, M. (1999). The leadership moment: Nine true stories of triumph and disaster and their lessons for us all. New York: Three Rivers Press. Waters Foundation: Tools to help you THINK http://watersfoundation.org/systems-thinking/definitions/ Wile, K. (2014, August). Peter Senge introduction to systems thinking [Video]. Retrieved from https://www.youtube.com/watch?v=eXdzKBWDraM (00:02:20).