We like to think we are but more often than not we fall into traps that prevent us from being rational and our empathy seems to float away. But why is being a rational, empathetic human being important in systems thinking? I didn’t coin the phrase, by the way. I came across it when reading a book by Joe Navarro www.jnforensics.com @navarrotells (Twitter) and I give full credit to him for the inspiration I gained from his writing and the way he shares his insights.
It struck a chord with me because I have done some intense work on systems change over the last few years. During this time, I have been supporting people to engage with systems thinking and systems thinking approaches. However, there was always something else in the room. Something more powerful. Something more relevant. Something I could not reach out and touch physically, but I felt it in terms of the energy vibration in the room. It was the connection of the people, bonding together through mutual trust and respect. It was embracing difference, vulnerability and a sense of self-worth. The more I connected with it, the more powerful it became. The dynamic felt different. It was warm and encompassing. I felt my heart rate slowing, my shoulders dropping and the muscles in my face relaxing.
It was a powerful experience but a one off, surely? Only, it wasn’t. It repeated itself every time. I came to realise that systems thinking approaches were useful, but certainly not everything. The more powerful energy in the room was the strength that was coming from within each and every one of us. It was the energy vibration that bonded us together.
When I read Joe Navarro’s work, I immediately thought, ‘This guy’s a systems thinker!’ I asked him if he had heard of systems thinking. He hadn’t. He said it was just about being a ‘rational, empathetic human’. Never before had such a simple phrase held so much meaning for me. It is easy, when you are embedded in systems thinking, to think that everything that might look or feel similar to the systems thinking you practice is systems thinking. Is it? Is the systems thinking label detrimental? Does it get in the way of the seemingly simple focus that we have been enacting in the work? It opened my eyes and brought a different dimension to the work. I thought back to every time I had worked in an effective team. It was when the people had a deep but relatively quiet inner confidence. They weren’t fighting a battle with their egos. They weren’t trying to be something they weren’t. They weren’t trying to be first or best or ‘the only one’. They were being confident, rational empathetic human beings, who dared to be vulnerable, nurtured each other and kept far removed from the traps of jealousy, criticalness and blame.
Why do we sweep things under the ‘systems thinking’ label? Is it the right thing to do? I don’t think so. What we have been working with is far simpler, yet deeper and somewhat more difficult in modern times. I am excited to see and feel where we go with it next.
Part of the Creating the Conditions for Change approach