Creating the Conditions for Change – the action cards

There are around 120 actions that go with my Creating the Conditions for Change approach. A note to those in the world of complexity, these actions are not ‘things you should do that will definitely make your system work better’. They are areas for consideration that can help you create the conditions for change that may support you in taking your identified next steps effectively.

The action cards are part of a copyrighted kit that I have used both for consultancy and in my Creating the Conditions for Change workshops for a number of years now.  They cover all sections of my Systems Thinking Change Wheel

Here are some examples from the kit:

Co-creating, considering self-organising/ self-referencing teams, peer to peer accountability and investigating and implementing change within the span of your autonomy

  • Explore, experiment, fail and learn using small-scale prototyping to enable a learning process
  • Make sure people know how to innovate if they want to
  • Consider purposes and how the world can be different because of you and your role
  • Align personal purposes with purposes of the wider system (where appropriate)
  • Connect through vulnerability and bring the humanity back into the work
  • Actively engage in reflective conversations to learn
  • Purposefully create reciprocation strategies with others

Co-ordinating, collaborating and supporting. Building communities, networks and collaborative relationships. Create internal system coherence.

  • Have open access to information (where relevant) and make sure information is nurturing, not being used for power
  • Understand and actively work with feedback loops
  • Ensure structures enable the ability to work collaboratively
  • Build in mechanisms to enable reflective conversations, positive challenge and learning
  • Implement relationship enablers and interaction channels
  • Use stories as benchmarks about how your system is working

Deliver – bargaining for resources and managing performance. Bringing humanity and balance back into working relationships. Making joint decisions and goal setting around resources, performance and goals

  • Instigate different models of power and control so that operational staff feel empowered to act
  • Support others to enable themselves
  • Aim for meaningful work and wellbeing for all
  • Help people to push outside of their comfort zone
  • Allow autonomy, within relevant boundaries
  • Do not fight power imbalances. Turn them into something else
  • Change the nature of relationships
  • Purposefully build strategies of reciprocation
  • Form a culture of honesty and trust
  • Instigate positively orientated peer to peer performance management  and share ideas with anyone falling behind
  • Appraise for sharing, collaboration, supporting others and forming relationships

Monitoring – conducting system health check. Monitoring for signs of effective system characteristics. Monitoring for congruence between the systems and its vision.

  • If the system is suffering, look too see if it is lacking information about itself
  • Monitor the system’s ability to reciprocate. Build reciprocation strategies into protocols and strategies
  • Monitor the ability to flex, change, pivot and adapt over time
  • Monitor for congruence between the actual purposes of the system and its proposed vision

Adapt – trend spotting and fitting with a changing environment. Enabling pivoting. Building external relationships and gathering intelligence about the environment

  • Understand and purposefully use structural couplings
  • Scan the environment for new models of doing and bring the relevant elements back into your system
  • Make explicit external relationships and strategies of reciprocation

Shifting power, creating new structures and identifying identity. Identifying elements of joint vision, meaning, identity, purposes and goals. Devolving accountability and allowing autonomy. Seeking to ensure the old paradigm does not hinder the new

  • Ensure a sense of curiosity and innovation is fostered throughout the system
  • Check if the system is achieving intended purposes
  • Ensuring sharing of knowledge is inherent in the system
  • Critique system boundaries
  • Ensure a strong and appropriate identity
  • Actively critique your structure to make sure it is designed to create the conditions for change
  • Ensure there are policies to allow people to empower themselves, collaborate and build relationships and learn from each other
  • Instigate different power structures
  • Ensure no selfish goals predominate

These and many others are part of the Creating the Conditions for Change suite of materials and my own personal approach.

All materials are covered by UK copyright. They should not be replicated in commercial approaches. If you use them, please act with integrity and reference appropriately.

Creating the conditions for change – VSM system 1 or co-creating?

To support my Creating the Conditions for Change workshop, a small booklet is available for attendees giving further insights into the suggestions given in the approach. It covers every section of the Systems Thinking Change Wheel, a graphic designed to show the six areas of focus that are important for us to consider.

The Wheel does not tell you specifically ‘how to do’ but it prompts you to ask questions about certain things. This can help you consider what moves you might want to take next to ‘Create the Conditions for Change’ in your work ecosystem. The same areas of focus are applied at multiple systemic levels – individual, team, department, organisation, cross organisation etc. I take my inspiration from Stafford Beer’s viable system model and my Creating the Conditions for Change approach is my creative interpretation of the viable system model and what it has taught me whilst using it for over ten years. (I started using in back in 2007) To note here is that I do not use it like a model to copy to make things better, but a model that points out things that we can focus on that can help us to Create the Conditions for Change.

One thing I always found lacking with the VSM was the focus on human behaviour and what we actually do, and this has been the main focus in my approach for many years, as a result. I have blogged about my journey with the viable system model many times over the years and a book is in progress to bring it all together into one place, to show the journey in detail.

The first area of focus is where we consider the operational things that we do and how we work together with others, both as individuals and as team. It is focussed on how we co-create together, with learning and adaptability as central important factors in the approach. There is a focus on triple loop learning throughout.

It is here where the approach tells us to consider whether self-organising or self-referencing teams are relevant to us. There is a reason for considering this. The following extract from the booklet tells us,

‘In operational teams there is a fine balance between allowing autonomy and having control. This is one area that needs exploring and an appropriate balance found. Teams should be able to make decisions, within reason, to enable them to respond to the complexity they face, without having to constantly consult with higher management. Devolved decision making, autonomy, authority to act and accountability are key things to consider here.

Teams should be allowed to, and able to, investigate and implement appropriate changes, within the boundaries of their autonomy. They should be able to engage in small scale prototyping of potential changes and be encouraged to be innovative.

One downfall of teams is that they can end up in competition with each other, which sometimes does not help but hinders the performance of the whole. Collaboration should be understood as being more valuable than competition (where appropriate) and peer to peer collaboration, particularly across traditional boundaries, should be encouraged.’

A longer summary is given in the booklet with further insights and participants also use a set of around 120 action cards which give further depth of suggestions that they might want to consider to ‘Create the Conditions for Change’. Actions focus on how we can push outside of our emotional comfort zones and support others to do the same. How we might engage in reflective conversations and change the nature of the relationships we have. This is where I bring my insights in from my case studies and share how I and others have worked on these things in the past. Considering our purposes and especially creating and re-creating our identity in line with our own ethics and values links particularly to my use of the viable system model at an individual level, a process I started doing in 2011 as part of an Open University course and have been sharing with others lately. I have been refining it when focussing on my own personal development ever since and it is a key element of enacting the ‘Creating the Conditions for Change’ approach. In the book I am writing I share how I did this bit by bit, year by year and the reasons why.

My suggestions do not just come from the case studies I have, although the thinking has often originated there. They also come from my own application of the viable system model and what that has taught me about making change. I have blogged about this area of focus many times. Most importantly, it has taught me about how human beings behave and what we might need to focus on to enable change, particularly in ourselves.

Please note that all materials on this website are copyrighted. Please act with integrity if you use anything and reference appropriately

Why I believe sub-system 3* monitoring, from the viable system model, should get more emphasis

System 3* monitoring

We tend to hear about system 3* as a monitoring system in viable systems. Done effectively by ad hoc audit and not part of the performance management process or communication. We rarely hear about its true power.

When developing my materials for my ‘Creating the Conditions for Change’ suite a number of years ago, system 3* was an essential element of the work. My booklet urges people to monitor for effective system characteristics and also for congruence between how the system is truly working and how it says it is working.

Creating the conditions for change – Monitoring

Making the system work in a more innovative way, means we have to monitor different things. We are likely never to get rid of performance management and reporting and might always have to submit things like KPIs but system 3* is different. I encourage people to enact it by looking at how healthy the system is, monitoring the internal context for the advocated system characteristics and for the presence of happy and fulfilled people.

My booklet encourages people to check if internal structures are supporting or hindering the work, rather than interfering with it. I also encourage people to check if information is being used as a power tool, rather than nourishment.  To look to see if reciprocation is happening and that co-creation is happening across traditional boundaries.

I monitor to see how flexible processes and people are, whether they can adapt, pivot and make change in appropriate timescales. I monitor for the ability to ‘deep dive’ quickly if required. My accompanying action cards give options for all levels of the system from the individual to the multi organisation/ systems change levels.

My booklet also outlines skills that are useful to have in this kind of function. In particular, being a system health check monitor. It was examination of what system 3* monitoring could look like, over the course of 10+ years of using the viable system model in my work that prompted me to develop it quite far in my ‘Creating the Conditions for Change’ suite of materials and in my own systems thinking approach.

Creating the Conditions for Change – action cards with actions for monitoring functions

I am now heavily using system 3* monitoring in a piece of evaluation work, which has been ongoing for the last year and looking promising.

If you are interested in my ‘Creating the Conditions for Change’ materials, consultancy and training, please contact pauline@systemspractitioner.com

Please note that this text is from my copyrighted consultancy suite of materials and must be referenced appropriately if replicated. Please act with integrity if using any of my work.

‘Creating the Conditions for Change’ for public services and beyond – working at multiple levels of the system

I have been blogging over the years about the gradual development of my Creating the Conditions for Change kit for those in public services and beyond. My suite of materials, both workshop materials and consultancy materials have seen many iterations and are based on my work since 2007 with the viable system model, other systems thinking approaches and some of it is from my days of transformation and improvement before then.

The kit is multi-faceted, consisting of my approach to systemic inquiry, using a blended systems thinking approach (below)

Systemic Inquiry Using a Blended Systems Thinking Approach

and my application of the viable system model and other systems thinking. It includes a suite of materials to support identification of patterns of system behaviour that may be harming your team/ service/ department/ organisation/ cross organisation working (viable system model system archetypes).

I have also turned my work with the viable system model into a human focussed suite of materials, based on Creating the Conditions for Change at each fractal level of the system and bringing humanity back into the work by focussing on what we, as human beings, need and want to feel nourished in our working ecosystem. This work stemmed from me revisiting my viable system model work and realising that whenever it worked well was when I used it to ‘create the conditions for change’ for a happy, nurturing and effective working ecosystem.

My workshop materials consist of the Systems Thinking Change Wheel

Systems Thinking Change Wheel (from Creating the Conditions for Change)

The wheel gives us the areas of focus for each fractal later in the system. Sitting under the wheel is a booklet summarising how and why we need to Create the Conditions for Change, relating to each area of the wheel.

Creating the Conditions for Change booklet

The real power lies in the action cards, which accompany the booklet. There are around 120 actions that help you to consider what to put in place, at each level of the system to create a healthier, more human centred, work ecosystem. Learning, adaptability, and how we make change are central. Bringing humanity back into the work is a key element and exists both as an area of focus in the wheel and in the actions throughout. There is also a big focus on creating relationship enablers and developing interaction channels, again stemming from my work with the viable system model.

Creating the Conditions for Change action cards

Starting with the individual – how we can use insights from the viable system model to look at ourselves and our own development. In any situation, we need to look at ourselves as much as anyone else. The Creating the Conditions for change kit can be used on ourselves, at a personal level, to create our own learning system and support our development. It considers how can we become more self-referencing, embrace our autonomy and peer support each other. The action cards include suggestions for this and many other things.

At a team level – we apply the same thinking at a team level. The focus here is not just on your own team but forging relationships across teams. Sharing resources, re-imagining roles, how we communicate and make decisions differently are a key area of focus in the actions at this level. They seek not only to make the team effective but to support the learning and development of the individual, in line with their own professional identity and purposes.

At a service level – again, it is the same thinking here but with slightly different actions. Collaborating, seeing wider than your own service, promoting joint decision making and reviewing your system for signs of system ‘sickness’ come into play here, as well as many other actions. Collaborations at a service level, set the ethos of collaboration at the team level below.

At an organisational level – here we start thinking about deliberate reciprocation strategies and acknowledgement of the benefits of cross organisational working. These reciprocations strategies enable collaborations at a service level below.

Multi-organisational level – we have many actions relating to the level of multiple organisations working together. Not least, undertaking system health checks to expose whether policies, procedures, funding etc are helping or hindering and whether power and information is nurturing the system or harming it. Co-creating together, enabled by deliberate reciprocation strategies is key and link to the enablement of such reciprocation strategies at an organisational level below.

Systems change – we then flow into the area of system change and this is where it gets really interesting.

Exploring and Enabling Systems Change

What I have found in my work on systems change is that nurturing people and bolstering their confidence is a critical factor, as is harnessing the collective power of those at every level of the system. Co-creating, using small scale prototyping is something I have brough in from my days back in improvement, pre systems thinking. Specifically, from my days in pharmaceutical specials manufacturing.

The power in all of this is that insights are shared at multiple levels of the system. When we take action at multiple levels, concurrently, powerful change can come from something seemingly very small.

This kit and my approach is developing all of the time.  A new iteration with even more insights is underway….who knows where it will go next……

Services

Services are available in using this kit to help you understand your system, consultancy services, workshops and training in the approach and in systems thinking in general. The kit has been used in multiple contexts, both public and private sector.

For further information for your organisation contact: pauline@systemspractitioner.com

Please note that all materials are copyrighted. If you build on them, please act with integrity and reference them appropriately.

Creating the conditions to support learning about systems thinking

I often blog about my work on ‘Creating the Conditions for Change’ in terms of how we nurture our working ecosystem to enable change to happen. This means change in ourselves also. I have been working for quite a number of years now on ways to help others on their journey into systems thinking and systems change. One thing I am sure of, is that giving someone a concept that they have never come across before and expecting them to understand it, just because you have explained it, is not going to get you very far.

In my opinion, systems thinking is an experiential journey. Only when you have been on the journey, often aided by someone shining a light into the dark corners and helping to unlock your own inner wisdom will things start to make sense. This often takes for the person to be along side you, to link the concept to what you are seeing in front of you and how you are feeling and experiencing it at the time. It can also come in the form of engaging and enlightening stories. Stories that are authentic, that demonstrate a deep engagement with a situation and highlight not just how a systems thinker understands things but how they feel and experience them also. These are the experiences that make things ‘real’. These are the things that people can relate to. These are the unwritten things that help people with understanding and are critical scaffolding for the learning journey.

We need to help people stand in the waterfall of the journey and let the whole experience wash over them, immersing them fully in it. Letting them feel the sting of the rapid flow and the gentle trickle closer to the edges. Helping them to experience the invigoration and the point at which it makes you feel cold. Helping them not to be scared but to step right in to the flow.

The conditions we create around the learner to enable them to experience systems thinking concepts allows them to enact a journey of learning with that concept that is different to being given a concept and told to apply it. The journey is stronger when it is experienced. My style of helping others to learn? Create the right conditions and take them on a journey. A journey of many emotions and feelings. An adventure of sorts. Who knows how it will end?

The enablers of systems thinking – their amazing power and why some may find them unpalatable

In my experiences of engaging with and applying systems thinking I have come to realise that it is what many call the ‘softer skills’ that have been some of the key enablers for change. When working closely with others and applying systems thinking in a situation, I deeply consider the people within it. My suggestions for points of intervention come from my wider explorations and within that, I don’t forget that it is people we are engaging with and those people crave social inclusion, belonging, nurturing and relationships. They have their own values, beliefs and identity. All of us, yes, all of us, crave to be socially connected in some way or another in my opinion. Exclusion hurts us as badly as physical pain. I’ve blogged about this before, after I read the book, ‘Social’ by Matthew D Lieberman. He explains that ‘when human beings experience threats or damage to their social bonds, the brain responds in much the same way as it responds to physical pain’. He tells us that, ‘we all inherit an attachment system that lasts a lifetime, which means we never get past the pain of social rejection just as we never get past the pain of hunger’.  Interesting isn’t it, that our ‘sensitivity to social rejection is so central to our well-being that our brains treat it like a painful event, whether the instance of social rejection matters or not’.

We are wired to be part of the gang, to have connections and to belong. Now, if that belonging in an organisation is dependent upon keeping your head down, keeping quiet about issues and not doing anything radical, it is my experience that the majority of people are likely to conform to his norm. They need the belonging and they need the work.

As systems practitioners, it is useful if we can help people to challenge conformity, stick their heads above the parapet and make bold or different moves. Take chances. Be risk takers and dare to fail. But what about the fear? The fear of social rejection as a result of standing out? How do we help people deal with this? Do we really know the extent of the ask we are making of people and do we equip them to deal with it in a way that avoids exclusion and the pain of becoming isolated from their peers if they adopt different approaches to their work and even to their own lives?

How do we, and can we, manipulate the working environment to allow the authentic people that work there to showcase their gifts, their personality, their talents and their plethora of ideas and visions. Them, with their powers of connection and excellent networking abilities. Them, with their co-operative partnerships. Them, in their true sense. Not a shadow form of themselves that they adopt so that they can ‘fit in’ and avoid the pain of social inclusion.

Now, when I crawled out of bed early this morning and set up my laptop, I never imagined I would feel so awake in such a short space of time. By ‘awake’ I mean revitalised, energised and inspired. You see, I recently had yet another very stimulating and energising conversation about bringing the humanity back into the workplace. About allowing people to be themselves. About harnessing their creativity and about really living and enjoying their days, not just existing. At the end of it, I was ever more convinced that creativity and truly being allowed to ‘be your authentic self’ are key enablers to effectively applying systems thinking. And so, when people discuss ‘the barriers to systems thinking’ I wonder if they really mean ‘the barriers to people being their true authentic selves’ and it not really being about the systems thinking models, methods, approaches per se.

I know a plethora of people who are system thinkers. I observe them remaining hidden like shiny gems embedded in a dull rock face. They are the diamonds. The jewels that remain hidden with heavy hearts, shrouded in the identity of an imposing ‘grey’ organisation, where ‘fitting is’ is the only thing that avoids the pain of social exclusion or even worse, dismissal.  The pain of social exclusion avoided, but the pain of unfulfillment written all over their faces. Their true values falling from their tree of life like discarded leaves from an autumn tree because they are at odds with the values of the organisation they serve. Joy and fulfilment seen as things to keep hidden, replaced with monotony and regime.

But we can build relationships, alliances, supportive networks and communities. We can nurture, support and motivate. We can co-operate and form partnerships. We can encourage those gems to pop out from the grey wall and dance and shine in all of their beauty. We can encourage and help others to believe in themselves again.

There is a danger here, of course, that sometimes, not always, but certainly sometimes, others don’t want those gems to shine. They don’t want to create the conditions of nurturing, sharing and encouraging individuals to exercise their gifts to the full. They prefer power and control. They like to keep people ‘in their place’ so that their own world doesn’t get rocked in any way. This is what stands in the way of systems thinking, in my experience. Not the language (that’s an easy cop out). Not the approaches (if you don’t understand them, find the people who do, so that they can help you. There are plenty of people out there). It isn’t the heavy texts (although they do exist) or the fact you can’t draw (basic diagrams are powerful and don’t have to be polished works of art). The biggest barriers I have seen are power and control. They seek to stamp out the nurturing enablers that allow people to think freely and openly. To share and discuss. To listen and understand. Systems thinking is powerful when it becomes embodied but what stands in its way are the ever-present issues of power and control. Particularly power cliques who merge together and become toxic hives of manipulation. These are the ones who can find the true enablers of systems thinking unpalatable, because it takes away their power, dilutes their control and encourages people around them to peep their heads out from the hierarchy and show off their talents. They tend to like the idea of systems thinking, but only if they are the only ones to be able to ‘do it’. We all know how destructive that can be. So, if you really want to apply systems thinking, give these enablers some thought. Then, self-reflect and ask yourself if you are the one protecting a power base? Are you the one controlling others? Are you the one preventing those around you from shining brighter? If so, it is never too late to change that and who knows, you might even like the results.

Is systems thinking a bit shallow, obvious and academic with no practical guidance?

At first it would be easy for a systems thinker to be a bit taken aback by this statement, offended even. But think about it, is it a bit obvious? And is it academic? I would have to say that my answer to this, at this point in time, is yes and no. Shallow? Well, I think that has a different answer, which I think is no. Here are my reasons:

We now live in a country where lies from Government are an everyday occurrence, racism is coming out to play and underdogs are seen as merely that. We are in a global arena where the 1% rule and others suffer from their greed, dominance and desire to control. Systems thinking, with its relationships, reciprocation, self-organisation, emergence and feedback seems almost like an alien concept to some. But it isn’t, is it? It is ‘natural’ and ‘obvious’. It is the essence of life and we can see it all around us in nature. So, why might it seem academic, with no practical guidance?

Well, think of it like this – Does your company have policies of reciprocation, with those you might traditionally see as competitors, which put the greater good of the ‘system’ first and the selfish needs of the organisations second? In most cases, I doubt it. Do you have internal organisational protocols that reward for cross organisation collaboration and sharing? In most cases, I doubt it. Do you monitor your organisation by considering the effectiveness of its systemic sensibilities and its ability to adapt in a changing environment? In most cases, I doubt it.  Mind numbing KPIs that drive perverse behaviours are far more attractive. They can be manipulated to read however you want your organisation to appear. Individuals can celebrate, gain promotion and the company can go to the top of the ratings chart. Do you allow teams the maximum feasible amount of autonomy, give them the authority to act and decide with them how you like decisions to be made and then let them work using their initiative and creativity? In most cases, I doubt it. Most managers love to control their subordinates, telling them what to do, holding them back from opportunity and killing their spirit, often to elevate their own status and standing in the organisation. Do you allocate resources to your departments with the intention of allowing people to make enough money to live on whilst also having a good work/ life balance? Or do you squeeze every drop of work out of them that you can, pay them as little as you can get away with and get rid of them at a drop of a hat when you want to make ‘savings’? Would you go to your Board meeting and tell your partners that you want to ‘create the conditions for change’ with others, rather than compete and be the best? You would be laughed out of the Boardroom in a lot of cases. It is not that there is no practical guidance. It is not that the concepts are inaccessible. It is that the practical guidance is not palatable and not in synch with our competitive, combative ways of doing business.

Our Western world has moulded us in such a way that what has become obvious to many is not collaboration but competition, not sharing but hoarding, not reciprocation but taking everything we can for ourselves. We are educated in ways that makes us consider things as independent subjects. Our politics teaches us that charlatan like behaviour wins. Many know this way is wrong and seek better ways. Through them, there is lots of practical guidance, but it isn’t what everyone wants to hear. This is even evident in the systems thinking community. There are often claims of collaboration and sharing and yet the reality boils down to competition and a need for control. To be seen as first, or more importantly not to be seen as being last.

But, is systems thinking ‘all that’? Is it the thing that will ‘save us’, make our world better and end misery on our planet? Make our organisations thrive and grow? Who knows if it can prevail over the dominant competitive control? Our democracy is for sale and our internal worlds are all individually constructed by algorithms and behaviour shifting manipulation. Can systems thinking prevail over this. Some say it can. Personally, I think all we can do is keep trying.

So, is it obvious? It should be but it has been lost somewhere along the way. Is it academic? Only if you are looking in the wrong places for inspiration and practical examples of implementation. There are lots out there. If you can’t see them, you aren’t looking. Is it shallow? I don’t think so because systems thinking includes humans and the nature of human behaviour is not shallow. We are the creators and destroyers of ourselves. We create the conditions around us that do not let systems thinking thrive. Why do we prefer competition and ‘winning’ over sharing and collaborating? Why do we prefer control over freedom? Why do we prefer to only see what we want to see, rather than the bigger picture? These are quite deep questions and are being debated and considered by systems thinkers and others across the globe.

In essence, I think the question is the wrong question. Maybe we should be asking ‘systems thinking is quite obvious, so why is it still in the world of the academic without it being practically implemented?’ It is only with this kind of question, rather than the ‘it’s great – no it isn’t’ debate that I think we might start to get some additional enlightenment.

Despite my own inner concerns, I continue to pursue what I believe to be good and right. What is true to human nature and what sets us free from the negativity and binding control. It’s a tough road to travel, but I haven’t been put off yet.

In the words of Margaret Wheatley (one of my favourite systems thinkers) ‘Belief is the place from which true change originates’. Maybe you have to believe it, to see it.

Zoom out from the service

Taking the System Thinking Change Wheel into a different context took me to an area of familiarity – the NHS. Leadership development is always on people’s lips and in their thoughts, it seems, at the moment.

For this session I used a case study example of something I have worked on to run a workshop. It was a complex NHS service that, like most, was interdependent with a number of other health and care organisations and services. Nothing is stand alone in the NHS. Just about everything is a complex web of interconnectivity and interdependence, including multiple organisations and a multitude of people and processes.

Knowing about systems thinking is one thing. Knowing enough about it to be able to work effectively with it, without having to spend a long time studying about it, is another. Clients usually want to jump straight in and get to grips with the complex situation they face.

I sometimes find that people’s default position in the NHS is to try and improve the processes in a service, rather than zooming out to see the wider picture and think about the wider system aswell. This means that options for change and improvement are limited and an easy way out is to blame staff for poor performance of the service. But there is another way to expose more about the situation, leading to a wider range of opportunities for change and improvement.

The workshop

We start the day by exploring the biggest challenges people have whilst trying to make change and we have some discussions around what makes systems viable. It is an interesting and enlightening session with lots of interactive exercises and moving around. Ideas are flowing and people are engaged.

Then, we move quickly into a case study – no time to lose. After a short run through of the case study the room is split into groups and each group is given a section of the Systems Thinking Change Wheel to consider. Without considering any actions at this time, each group are given a different set of questions about the situation to discuss. More information is available to help discussions along, but only if people request it. It helps those in the room think about what information they might need to understand why the situation is like it is.

Bringing all of the discussions together exposes a tangled web at many levels of organisation – an individual level, a team level, an organisational level and at a wider system level. The information in the room is rich and enlightening.

We move on to using the action cards – a different set for each group. They get going, identifying areas where there is strength in the situation – where things are going really well. Then, it is on to the areas that need more work. Finally, the groups are given tokens that represent resources – money, people, equipment, innovation, training etc. They are challenged to show where they would invest time/ effort/ money and why. Not surprisingly, this does not go on blaming staff or just telling the service to ‘do better’. They don’t know it, but they have just done quite a sophisticated diagnosis of the situation. The levels in the situation are easily visible, the imbalances creating havoc are visible and they have identified many areas for improvement.

The benefits

The groups discussed, supported each other, considered the wider picture, motivated each other, challenged, contextualised and shifted each other’s perspectives several times. It was a joy to watch.

Using insights that I brought from the actual situation I had worked on, we shared stories and feelings and insights. We looked at things from several angles and quite unbeknown to them, they were collectively ‘systems thinking’. They were also co-creating a potential way forward. The vibe was high energy and I even heard the words, ‘oh, this is fun’ at one point. We explored the balance between autonomy and control, empowerment, adaptability, trust, power and enabling structures.

We explored the role of managers, flexibility, pivoting and the balance between generalist and specialist roles.

There were a few shifts in thinking that day and an assuring buzz in the room. We were focussing on how to ‘Create the Conditions for Change’, rather than focussing on individual ‘do this’ ‘do that’ actions. Each situation requires actions that are contextually specific. The trick for me is to guide people in the right direction and then encourage them to decide on those context specific actions themselves. No ‘lift and shift’ answers here.

Creating the Conditions for Change Workshop – available online and face to face

Making the invisible visible

Making the invisible visible

Today my head is bursting, but not with thoughts of disaster………with hope. Yes, the virus is bad. Yes, the hoarding is bad. The fighting in the supermarket aisles is bad. People dying is truly tragic. But something else is happening. Can you see it? Can you feel it?

I got one of those ‘I’m happy to help you if you are sick’ messages through my door last night. It brought a tear to my eye. I have lived in my flat for over 10 years and this was from a person who lives 10 doors away, who I have never heard of, I have never spoken to, never even passed in the street and smiled at. The realisation of the kindness that was so near and yet so far away was overpowering. This morning, I opened up my twitter messages to the kindest message from someone I have done work with. A message of compassion, caring and empathy – ‘are you ok?’

People know I am an enthusiastic systems thinker. What they don’t know is that right now, when the media is throwing stories of doom and gloom at us and our stable internal world seems to be crumbling, I see a rainbow. Individuals are acting, communities are self-organising, support groups are developing. This isn’t just a hard time that will return to ‘normal’ one day. This is also a fundamental social shift, making visible the way we can reorganise, reconfigure and build new capacities and capabilities. Some of the responses that are emerging now are heart-warming.

When I do my systems thinking work, I focus on creating the conditions for change. Well, some of those conditions are here, right now, today. People are innovating, doing things they never thought they could. They are creating channels of interaction, forming new relationships in different ways. They are considering each other’s feelings, building trust with those around them. They are adapting quickly and finding their own flexibilities. On social media, people are sharing their vulnerabilities, bringing out into the open that which is often kept quiet, hidden inside, eating us up.

How things are interconnected and interdependent is being made visible to the masses and people are reciprocating with their strategies for coping and doing things differently. Ethics and values are centre stage. There’s no hiding anymore.

People are experimenting, failing, learning…experimenting again and most of all, they aren’t giving up. ‘Busyness’ is slowing down, enabling us to re-connect with our humanity. We are out of our comfort zones and that isn’t all bad.

And here is a question – do we dare to build the reflective mechanisms to capture and use this in a positive way to help us move into a new way of being? Can different models of power and control, that enable us to feel empowered to act be created from our insights from this situation? Can we re-frame our thinking to harness our current strategies of reciprocity with one another and use them as a positive force as we move forward.

That which a systems thinker sees is now right before everyone’s eyes. The invisible is becoming visible. We have a choice – lose it or harness these new patterns and relationships and develop a new web on influence that enables a fairer society for all.

My plea to those who are building supporting networks, helping neighbours, working with communities and those who are acting to generally keep spirits high – capture your stories. Capture your current ‘ways of doing’. Capture how you have developed your new relationships, how you have re-framed the situation, how you have adapted and changed and, when we have come through the worst, use those stories to show how the invisible became visible as the conditions for change were created. Use them to create they which we may have previously aspired to but never thought we could actually achieve.

Stay safe everyone.

#SystemsThinkingChangeWheel #Creatingtheconditionsforchange

Systems thinking little stories: Who killed the local chippy?

 

I drove past the local chippy tonight. I looked quite pitiful. Its blue neon light was shining bright but there was no-one inside. It was the same last night and the night before. In fact, it’s been like that for some time, even on weekends. The Friday tradition of a ‘chippy tea’ wasn’t hitting this little shop anymore.

I say anymore because at one time it was the busiest little chippy I had ever known. Every Friday it was packed, with the queue out of the door and down the street. During the week it was very much the same. But then it happened. The sad day came that the chippy was sold, and ‘they’ took over. I say ‘they’ because no-one knows their names. Not least because no-one goes there anymore. So, what happened?

I came to the city around 15 years ago. I knew no-one here and wasn’t familiar with the area at all. I did, however, find the local chippy. It was a hive of ‘busyness’ and chatter and laughing and connection. After only a few months I began to see the same people over and over again. We knew where each other worked, how we spent our leisure time and Sheila behind the counter knew every one of us. As soon as each one of us walked through the door we saw a smiling face and heard, ‘the usual?’ I don’t think she knew it, but she didn’t ‘work in a chippy’ she facilitated a community hub. She created a community with friendliness, familiarity and usually a huge dose of humour.

Purpose is important, you see. To the local community, the purpose of this little place wasn’t just to serve fish and chips but to provide a meeting place where familiar faces could say hello and have a brief chat whilst ordering our food. She crated it, she maintained it and facilitated it and the locals loved it.

When ‘they’ took over the front shop went silent. We saw Sheila being ordered around, told how to deal with the orders and chastised for her familiarity with the customers. They exerted their power and control, and little did they know it but they were soon to kill off their own business.

But where did they go wrong? Purpose! Purpose is where they went wrong. They didn’t understand the bigger picture. They didn’t understand the purpose that this little retail outlet held for the community. They didn’t understand the purpose that Sheila understood perfectly.

They thought they bought a chippy. What they did was failed to think wider than the four walls and the battered cod. They didn’t understand the purpose from their customers’ point of view. I don’t know where everyone goes now. I never see them. I don’t go there anymore and neither does everyone else it seems.

Think wider. Think purpose. Think other people’s point of view…..or you might just miss something vital.