Applying Systems Thinking and
Common Archetypes to Organizational Issues

Module 1: Why the Systems View?

Module Summary

This module supports the course objective to deepen your understanding of Systems Thinking and its applicability.

You should be able to:

  • Appreciate the differences between Systems Thinking and traditional approaches to problem solving.
  • Identify the situations where Systems Thinking is most likely to add value.
  • Identify the most common barriers you and your team face in using Systems Thinking, and generate strategies to address these barriers.

 

Systems Thinking vs. Traditional Approaches

Traditional Thinking

Systems Thinking

The connection between problems and their causes is obvious and easy to trace.

The relationship between problems and their causes is indirect and not obvious.

Others (either within or outside our organization) are to blame for our problems, and must be the ones to change.

We unwittingly create our own problems and have significant control or influence in solving them by changing our behavior.

A policy designed to achieve short-term success will also assure long-term success.

Most quick fixes either make no long-term difference or actually make matters worse in the long run.

In order to optimize the whole, we must optimize the parts.

Focus on policies that optimize the whole rather than each of the parts.

Aggressively tackle many independent initiatives simultaneously.

Target and orchestrate a few key changes over time.

 

Where Systems Thinking Adds Value

Systems Thinking usually adds value when situations are:

  • Problematic
  • Long-standing
  • Resistant to change interventions


It helps us appreciate the causes of the results we are observing, and suggests possibilities for improving system performance.

Systems Thinking is a much better resource for identifying strategies than tactics. Systems Thinking can be used to address current problems and to plan for future success.


Overcoming Barriers to Thinking Systemically

Since we are often under so much pressure to think and act quickly, thinking and acting systemically must become second nature. We can build this habit by acquiring skills and putting them to use on real issues.

Systems Thinking is a discipline of collective inquiry. Always "loop" with a friend! While we hope that you will find the tools and visual language for diagramming and analyzing situations useful, collective inquiry can happen in any conversation. Consider how the questions you ask or statements you make can encourage Systems Thinking.

The remainder of this course is designed to help you learn the language of Systems Thinking.