Pauline Roberts MSc
I am an independent systems thinking consultant who has worked with the NHS, Local Authorities, MoD, pharmaceutical industry, charity and voluntary sectors. I am a visiting lecturer at CASS Business School, City University, London, in undergraduate applied systems thinking and an associate lecturer with the Open University on the MSc Systems Thinking in Practice courses. I spent a couple of years as Exec Director- Open Days for SCiO (Systems and Cybernetics in Organisations), a community for systems practitioners and I am now membership secretary for the UK Systems Society (UKSS).
More importantly, I am a passionate advocate for empowering others to apply systems thinking in their own complex situations. My aim when working with people is to support them to think differently and have the confidence and skills to open up their own opportunities.
Being a systems thinker, I use a different consultancy approach to the traditional ‘problem’- ‘solution’ type approaches. My aim is to co-design a working context with you that supports your ongoing adaptability in your context. Skills transfer throughout this process is imperative and has a key place in my approach.
I have spent over 10 years working with systems and complexity thinking and actually applying that thinking in complex situations.
But how does a systems thinker actually go about their work?
I am often asked what a systems thinker actually is and what they do in their work. Of course, there are many academic responses to this and systems practitioners (and others) can spend an inordinate amount of time debating the answer. Whilst this might be helpful to the academic advancement of systems thinking, it doesn’t really help people in organisations who just want to know, ‘If you come and work with me, what will you do and how will it help me?’
There is a huge breadth of differences in how systems thinkers work and the approaches they use. So much so, it is impossible to answer on behalf of everyone. However, I can tell you some of what I do in my work and what I might focus on (which will invariably change depending upon the context of the situation). No references to academics or academic text, just ‘plain speak’:
I look at the bigger picture
I don’t just look at one tiny area. I zoom out and look at your problematic situation and the context in which it sits and how they impact one another now and/or how they might impact one another in the future.
I ‘see systems’
I look at things as systems. This means that I do not jump to blaming staff for the problematic situation. Nor do I jump straight to reorganising, restructuring, outsourcing etc. Issues in problematic situations are usually systemic and I seek to understand why they are really happening before making any kind of recommendations or changes. This doesn’t mean taking a long time either. My approaches can help me make recommendations or changes very quickly sometimes.
I don’t look at problem/ solution per se
In complex situations there is no problem/ solution per se. There is only and improvement from where you are now. Yes, in improving the situation you may solve some kind of problem along the way, but I look at how I can help you to be adaptable so that you can deal with your own issues on an ongoing basis
I respect different views and perspectives
I use a number of techniques (like diagramming) to work with different perspectives in a non-threatening way. The diagrams might include visual metaphors that allow feelings to be displayed without entering into a “he said, she said” scenario. They are extremely powerful and can often reveal things that, until the point of drawing the diagram, have remained hidden.
I allow time to accommodate conflicting interests and help people work through their own understanding of the situation and that of others
This is a very under-rated exercise. It is extremely valuable. In my experience, people hate feeling that their interest in a situation is not as valuable as someone else’s interest. Just knowing that the person working with you and the other parties understand your point of view helps to dissolve barriers.
I explore organisational arrangements and governance and diagnose what is preventing the system from operating to its maximum effect
This is done via systems modelling. I use a very powerful diagnostic approach to explore your situation and work out why things aren’t working quite as you want them to be.
I examine the thinking behind some of the faulty decision making in the system
It’s easy to have faulty decision making without even realising it. All of us are guilty of it at some time or another. It might be that there hasn’t been enough information when making the decision or someone might have been given poor advice. If a decision hasn’t given the outcome that you wanted it to, I can often pick up in my diagnosis why this might have been the case.
I use methods, concepts, tools and techniques to examine and deal with complex, dynamic and diverse problematic situations
I don’t just ‘wing-it’ or do what someone else has told me to do. I have applied systems and complexity thinking to my work for over 10 years. I used a variety of approaches that have sound theory behind them and I have, at some time, ‘tested them out’. I do try new things also, to ensure that my approaches keep developing and my thinking is ‘fresh’.
I support you to manage the complexity and manage in the complexity and encourage adaptability as key to your system surviving
I look to see what makes your system breathe, what makes its heart beat, what conditions have to exist to enable it to live, what makes it die. I look at how your system interacts with the environment around it. I look at what interdependencies exist, or don’t exist but should or could. I look for the drivers of your complexity and I look for the energy levels in your system – are people and processes energised, frantic? Are they stressed, fearful or in despair? Or are they asleep, calm, laid back with not a care in the world? I don’t just consider, ‘What is this thing?’ I consider, ‘What does it do?’
I examine the potential consequences of different configurations of the wider system
This is another place where I use some systems modelling. I use a number of approaches, depending upon the context of the situation. These approaches help me to understand what configuration might be most useful to you and allow you to be more adaptable moving forward.
I support collective decision making
Particularly in complex situations a collective decision can mean you get buy-in right from the start. Not all decisions can be made collectively of course but I do try to avoid top down dictates. I believe in the expertise that exists in systems and can often be ‘hidden’. I like to tap into that and make sure it is utilised and people are recognised for it.
I share whatever I can to help you learn
I don’t believe in keeping my ways of working to myself. When I work with you I put as much effort into sharing as I do into doing any other aspect of the work. The more systems and complexity thinking I can ‘infect’ you with the better, in my opinion. I try not to use technical language and complex ways of describing things. I try and keep it as simple as possible so that you can use the learning yourselves and pass it on to others.
Systems thinkers can bring a very different perspective to your work. They can help you understand why something keeps happening over and over again and can help you find options for improvement that you might never have thought of.
If you require help with transformation, change management, system change, system leadership, place based change, facilitation, commissioning or training and support in applying systems and complexity thinking to your situation please do get in touch.
LinkedIn profile: https://uk.linkedin.com/in/pauline-roberts-285b7a24
Pauline Roberts Systems Practitioner Limited.
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