A new challenge for systems practitioners

I read many posts about why systems thinking isn’t adopted more widely. I won’t get into that argument right now because I have a new concern on my radar. Working with public sector organisations, I am encouraged by the forward thinking of some emerging leaders and their positivity and desire to think differently. But, I am recurrently seeing a phrase that should fill me with delight and yet it is having the opposite effect. The phrase is this, ‘We are implementing a model of systems thinking and system leadership’. When I ask people who are implementing this model of systems thinking and system leadership what a system is…..well, unfortunately, they can rarely tell me. When I ask people what systems thinking is, the response is nearly always, ‘all organisations working together.’ Yes, this may be one element but it isn’t the totality of what systems thinking is. My worry, as a systems practitioner, is the extent of the challenge I now have in undoing the false beliefs about what systems thinking is. It was easier when people knew nothing. At least then I was starting from a blank sheet. I’ve always had some concerns in this area but lately it is escalating. It is escalating because the words ‘systems thinking’ are, in more recent months, being used more frequently and sometimes quite inappropriately and no-one is there to challenge that when it happens.

My shout out to all the systems practitioners out there, in particular those who have come through the Open University Systems Thinking in Practice qualifications and who are working either as consultants or covertly in organisations (especially those working in public services) ………please show yourselves. Now is not our time to stay quiet. Now is our time to expose the thinking, methods, models etc that we use and share them widely.

Systems thinking can be a massive asset to pubic services as they try to navigate the monumental complexity and change they are currently having to navigate. Tell people about boundaries and environments, tell them about emergence, self-organisation and feedback, tell them about the methods and models we have access to and can help them to learn, tell them about mental models and patterns of behaviour, tell them about structural coupling, tell them about dynamics, stocks and flows, tell them about leverage points, tell them about archetypes, tell them about systems laws and variety. Tell them about Barry Oshry’s tops, middles, bottoms and customers. Tell them about metaphors and clean language. Tell them about complex adaptive systems. Tell them about purpose and identity. Now is not the time to keep quiet.

In the past, I have worked very covertly in organisations, keeping systems thinking fairly quiet and just ‘getting on with it’ so I can totally understand why people do this. But, times have changed. At the moment, we have a huge opportunity to influence new thinking. Let’s do it! Let’s get a truer understanding of what systems thinking is ‘out there’ and make it accessible to all. We learnt it, so others can learn it too.

For those of you reading this who are in public services and don’t know what systems thinking is and are confused about systems leadership – look to systems practitioners to help you. There are many of us out there. Some working inside organisations as members of staff, some, like me, working as consultants. We are dedicated to helping others learn the systems thinking mindset and we would be only too happy to help.

 

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