Through the lens of systems thinking

The clients and their situation

It is 6 months since I was introduced to my clients. They are a mixed group from various public services who work in the same city together. To my delight, people with lived experience are included in the group working to enable systems change. They have been through an interactive programme together, introducing them to systems change and giving them the space and time to build some community together. They have some knowledge of systems thinking and I think they are ready for the next steps.

Their situation is one that many in public services are up against every day – multiple organisations trying to work together but working to different, and often conflicting, targets. Silos abound. Everyone seems to know each another but there is an elephant in the room. They always exist, right? They just aren’t talked about. Every group has their elephant, sitting silently in the corner.

Multiple and conflicting perspectives fly around like a hundred fluttering butterflies bouncing around in the wind, only these butterflies have teeth and take a bite at each other every now and then. Everything is interconnected and interdependent in some way, and power struggles are extremely evident. Those with lived experience are vocal about how services don’t always work for them. They are the recipients of the outcomes of overburdening bureaucracy and it hurts. It is destructive and breaks trust between the organisations and people in the community. My impression is that the focus is on the transactional, although there are pockets of innovation and everyone is dedicated. They are just constrained by the erratic complex, uncertain and ambiguous situation of which they are a part.

I see opposites – working together but power drives them apart, pulling in the same direction but bureaucracy throwing obstacles in their way like giant felled trees blocking a road. Sharing but lacking social learning. Can this complex situation challenge itself enough to enable people with lived experience to be seen differently, supported differently in the community and included in decision making in different and better ways? They are on their way, of that I am sure and over the six months I have known them I have seen admirable efforts to overcome long standing obstacles and challenges.

Let us begin…

They are ready now, I believe. We gather in a small room, conduct our ‘check in’ and I start the day with an interactive exercise based on viable systems. It is calming and aimed at easing people into the day in a relaxed way.

     

 

 

It is then followed by an exercise to start and lift the energy – an experience of complexity and what things might be ‘invisible’ to us yet undeniably there when we are together in a complex situation.

 

Our focus is now on the complexities of the situation and the complications that people themselves bring. Each one of us has our own epistemology, mental models, frames of reference and tendencies towards reaction rather than reflection. Are we adaptive to situations? Do we co-operate and reciprocate? Do we really see multiple perspectives, understanding that each of us will interpret the situation differently? We like to think that we do but in reality, we often do not.

Contextual awareness

Using their current situation as our context, together we start our journey of exploration. I introduce the Systems Thinking Change Wheel and share six categories that we can focus on that can, in different and complimentary ways, help us to create the conditions for change. The categories are based on work I have done over the last 10+ years using cybernetics and systems thinking to work with and in complex situations. We look at:

  • How self-organising or self-referencing teams might operate, including a focus on peer to peer collaboration and how groups might instigate and implement change within the boundaries of their autonomy
  • How the group can co-ordinate, collaborate and support across individual, team and organisational boundaries. We discuss internal system coherence within organisations and across organisational boundaries. Importantly, we include building community and networks and how co-production might be more effective
  • We move on to considering what resources are available, including the collective resources of their own experiences, skills and talents. How might some joint decisions be made when goals and expected levels of performance might be different for each organisation? Importantly, we discuss how this might be achieved at the same time as bringing the humanity back into everyone’s work and having some balance to avoid burnout
  • Of course, every ‘system’ needs some kind of monitoring, but we don’t talk KPIs and targets. We talk about conducting health checks on the system instead – is there congruence between the behaviour of the system and its vision? Is there a joint vision? Should there be? Or should there just be some element of similarity joining everyone together?
  • We then explore adaptability and how the group might change quickly enough to match changes and differing needs in the environment. We consider whether they could adapt to a sudden and unexpected change in circumstances and as I write this, I expect the group will have found their answer to this during the pandemic
  • We know there will never be a fully joint vision of the future, but the group do know that they have an element of shared purpose. The trick is in identifying that and using it to their advantage. They aim for some element of shared learning and shared meaning making. Alongside this, we consider how devolved accountability might work and highlight where there are commonalities in their identity and whether they want to create a shared identity as a group

 

Learning, change and adaptability are key throughout and using the above we move on to exploring actions within each section that can be undertaken to identify where the group are currently strong and where they need to focus more efforts, how they might synthesise their insights and move forward to co-create their future together.

Making the invisible visible

Every day people swim around in a sea of complexity that is evident, yet partially invisible to them. Events are easily seen, but the system structures, behaviours and individual differences driving the events are less obvious. Their impacts are felt but somewhere beneath the surface there is a fuzziness. They feel the waves, and often the tsunami, and yet it can still come as a surprise.

In this session we made the invisible, visible. We exposed that which we take for granted. We exposed it in understandable ways. The water in which people were swimming around in suddenly had some colour. They could see it, which meant that they now have more chance of working successfully with it and to change it, where necessary.

They were surprised by how much the session showed them. My response to that – it was already there. They already knew it. I just helped them to see it and work with it in a constructive way that they could understand. And now? Well now it is their turn to help others see the water they are swimming around in and work with it to start co-creating a different future.

The Systems Thinking Change Wheel and Creating the Conditions for Change – available as on site support or workshops (social distancing guidance permitting)

This narrative us intentionally anonymised to maintain client confidentiality

Creating the conditions for change

At the moment we have some incredibly potent conditions that are enabling change to happen. Hard as it seems, some significant good could come out of our current experiences. That is, if we can recognise what the enabling factors are so that we can replicate the positive elements in times that are not so fraught.

When the time is right, I will continue to run my workshops on creating the conditions for change.

The approach I use in my workshops weaves together a number of systems thinking concepts and ideas, such as organisational cybernetics and social and technical aspects of a situation. It helps people consider how they might expand their multitude of responses to the complexity in which they exist in their working environments, enhancing their variety and adaptability to enable them to survive and thrive over time.

My approach considers concepts such as variety and self-regulation and seeks to enhance peoples decision-making capabilities. It helps people to consider how to work creatively within their boundaries of autonomy and control to enable better and more responsive problem solving and widen their range of responses to the complexity in which they are embedded.

It helps people to consider how groups can work together in an adaptable and flexible way, maintaining an appropriate balance of autonomy and spanning beyond the restricting boundaries of their work ‘function’.

It helps people to think beyond the confines of their organisation to consider how they might interact with others to develop social-systems with the ability to communicate, learn and grow, with a focus on enabling and developing relationships, developing channels of interactions and seeking to create the conditions for change.