I had the pleasure of listening to Curtis Brackenbury talk about his work on ‘Optimising Human Performance’ this week. No, he isn’t an academic or a systems practitioner, he is a professional ice hockey player and coach and yet he applies elements of NLP and viable system modelling to his training and coaching and what a result he gets! (http://www.legendsofhockey.net/LegendsOfHockey/jsp/SearchPlayer.jsp?player=12084)
Rather than describing his methods in detail, I’m going to cut straight to what I, personally, saw in his work that resonated with me about applying the viable systems model, on the ground, for transformation or system change. This is what I call ‘the glue’, the stuff that makes it work and, sadly, the stuff that people often miss out and then wonder why they are not getting results.
Elements of the VSM that I saw in his work, with my own comments added underneath:
• The importance of effective and quick data sharing across the whole group and good general sharing mechanisms, to allow continual adjustment
- this is a very important aspect of viable systems. Real time data sharing is one of the key enablers for a system to be viable. The quicker and more real time the data, the more chance you have of enabling continual adjustment and adaptability which are absolutely key, particularly for system change.
• Having a dynamic approach
- Again, absolutely key to enabling an effective viable system. A dynamic approach supports ongoing adaptability and encourages change
• Have a number of contingencies in place and accept that things can’t be heavily planned
- This is a key mindset for ongoing adaptability and regeneration. Heavy planning is not as important as being able to adapt
• Continual feedback and learning across the system
- Between every element of the viable system model is a feedback loop. Understanding these feedback loops can be a key element of success. Also, If the system is not undertaking double or triple loop learning, then it is unlikely to be viable in the longer term.
• Have strong control mechanisms in place (i.e. coaches)
- Having things in place that can bring the system back within its control limits is key for a viable system
• No so much focus on the ‘cogs’ but lots of focus on the regulation (particularly self-regulation)
- Focussing on the interactions, rather than focussing on the ‘things’, is key to understanding how your system is working, particularly when enacting system change
• Measure in detail and understand the behavioural side of things
- Part of the monitoring loop and links to self-organisation
• Looking at the athlete holistically within the systems in which they sit
- As you would look at the system, the system in which it sits and the systems within in. i.e. the 3 levels of recursion you would work with, with a viable system model
• Train for deception – train to create it and train to read it
- I think this is one of the most important things he said. If you train for deception you are telling you brain not to have a fixed way of doing things. Be prepared for anything, to go in any direction. Just like the speedy self-organisation sometimes required to respond to your environment in real time. This was an EXCELLENT piece of advice, encouraging exactly the right mindset to enable system change
• Look for people’s responses. Look for patterns
Aspects that I picked up in his talk that I think are essential to your leadership style when using systems thinking in practice (with my comments underneath):
• The importance of identity, culture and being part of something important
- Absolutely yes. Identity is extremely important for a viable system. If you don’t know your identity and you can’t self-regulate then it is unlikely you will be able to engage in the self-organisation required to maintain viability. If you don’t feel like you are part of something important, you are in the wrong place!
• You have got to let go of the ego
- This is absolutely spot on! Using systems thinking, if you don’t let go of your ego you will never break through the barriers to allow yourself to see what is happening in the situation. You will always have an ‘ego filter’ that tells you why something isn’t so. You have to be humble to use systems thinking or you will never challenge yourself and never become as adaptable as you need to be
• Identify the value added for the individual to highlight why they would do something
- Absolutely! This is like ‘show, don’t tell’. You have to highlight what the value would be to the individual of using systems thinking or viable system modelling, not sell the thinking or the model per se, or you are wasting your time. Show the value, not the ‘thing’
• Respectful relationships are key
• You need the courage to be vulnerable
- This is absolutely key when using systems thinking and viable system modelling for transformation or system change. If you aren’t prepared to be vulnerable enough to go on a journey of discovery, then any attempts at applying different thinking will be a complete waste of time
• Do not get locked into one paradigm
- Absolutely! And yet so very difficult. Many people do not understand that they are locked in a certain paradigm and awareness of this can be a key enabler in system change. It can alter mindsets and open up a whole new set of perspectives.
• You need observation of behaviours and a focus on continual self-regulation
- Again, absolutely, yes! This links to the competencies that are required for managing complexity and managing in complexity. Gareth Morgan’s work on competencies required in complexity fits nicely here. If you don’t know his work, his book, ‘Riding the Waves of Change’ gives an excellent account of these competencies
• Embrace failure and embrace fatigue
- Because of you don’t accept failure and fatigue you won’t have the grit required to deal with what viable system modelling exposes. You will definitely not be able to ‘put things right’, you will only be able to make things improve somewhat from where they are now. So, you need to be able to accept a degree of failure and this will, at times, leave you fatigued
• You must be aware yourself of what you are asking others to do – you need to know how they will experience something
- Another thing that I think is KEY. I get a little tired of hero ‘leaders’ and consultants telling everyone to be hugely radical, when they have never done that or experienced that themselves. Sometimes, system change does not happen like that. In complexity, huge radical changes are sometimes not required. A number of smaller changes, at the same time, can often work better and be more sustainable, in my experience. My advice would be not to encourage everyone, in every situation, to be radical if you don’t know what you are asking them to do. At best it might cause lots of upset and at worst, it could lose them their jobs.
Some very key insights there, in my perspective. Thank you, Curtis, for a very interesting talk. I wish we could find more of this to share with the wider systems thinking community and with students. I think we have far too much regurgitation of the diagram of a model and far too little about practical application and especially the aspects relating to people and competencies and behaviours that are required to make it all work in practice.