I often wonder just who the leaders in the commissioning landscape will be moving forwards. Times are changing rapidly, organisational boundaries are blurring and merging and new integrated teams promise to be one of the enablers of different ways of working.
To survive in this new landscape will take a crucial shift in our awareness of the situations in which we operate and the ways in which we think. Fragmented, linear thinking is no longer appropriate for dealing with the wealth of complexity in today’s world. It is going to be ever more important to grow the state of mind from which one operates in order to survive. We should be mindful that what we are looking at is determined by how we are looking and a process of stepping outside of our normal ways of thinking may be required. (Jan de Vische, 2014)
Those of us who engage with systems thinking are very aware that, ‘A systems approach begins when first you see the world through the eyes of another.’ (Churchman, 1968) and some core concepts of systems thinking are ‘gaining a bigger picture (going up a level of abstraction) and appreciating other people’s perspectives.’ (Chapman, 2004) These are easy things to say, I guess, but much harder to put in practice if you are not used to it and yet I feel they will be important skills for the leaders of the new commissioning landscape as they lead within a wider system and not just the constraints of one organisation.
To see the wider system people must first move beyond the strongly bonded relationship they have with their current organisation, which will inevitably be hierarchical. Fritjof Capra in his book, The Systems View of Life, reminds us that people see their position in a hierarchy as part of their identity. Therefore, to me it is easy to imagine why people may not want to see other perspectives as they are happy to see the world as they currently do and feel happy with their current identity within the existent hierarchy. Because of this, the demise of organisational boundaries and traditional hierarchies may generate some existential fears and I wonder to what degree this will hinder people’s ability to organically adapt to their new circumstances.
On a positive note though, it may act as a catalyst for new, emergent thinking. I wonder if those caught in this huge and prolonged change realise that there is a different kind of power they can harness instead of the traditional power gained through hierarchical positioning? It is the power to support others as they seek to empower themselves. Capra tells us that the network is the ideal structure for exerting this kind of power, which, in my mind, fits perfectly with the newly emerging commissioning landscape. I feel that future system leaders will be those who can effectively facilitate the new connectedness, rather than resist it. They will be the ones who can develop rich connections, recognise new centres of power, grow alliances, partnerships and new relationships, learn their way forward with others and not be afraid of failure. They will be the ones who support new mechanisms of learning, grow shared values as oppose to being chained to one organisational culture and they will nurture a true sense of community.
The systems leaders will be those who can effectively work with the flux, rather than hide from it and they will be committed to the success of the whole, rather than one part of it. They will be able to focus on similarities rather than differences and will have a committed focus on deeper learning. Their tolerance for uncertainty will be enhanced, they will embrace new freedoms and they will accept the need for a longer-term focus.
I believe the new way forward has the potential to open up a plethora of freedoms and choices, which I believe will be hugely beneficial, because as von Foerster reminds us, ‘the more freedom one has, the more choices one has, and the better chance that people will take responsibility for their own actions. Freedom and responsibility go hand in hand.’ (Ison, 2010)