As we’ve covered here and elsewhere, the mental models we hold of the organization help to shape our thinking, if not our behaviors. Models are deeply woven with the culture of our workplace, not to mention the personal mindset we bring to work. Models tell us what works, and who we are. As an organization, do we value open communication, or adhere to strict communication conduits up/down the chain? Is it ok to try and fail, or must we play it safe? Are we expansion/growth oriented, or defensive? Our mental images shape what we think about our organization, and fundamentally shape our view of our place in it. In short, they define the workplace as a container.
But what about the critical flow of resources and information inside that container? Are there models to help us understand how and why things happen internally?
The short answer, of course, is yes.
System Thinking offers numerous models that describe how critical resources flow in, out and through the workplace. Resources such as power, influence and rewards .. not to mention information itself .. move through organizations in interesting and important ways.
System Thinking, like Complexity Thinking, is a new way to look at how things work. It’s a move away from simplified, piece-meal, cause-and-effect models where one solution fixes one problem. Most systems are inherently complex. So work in the complexity space looks at a much broader set of interactions that are inevitably in play: environmental variables, resource constraints, inter-dependencies, feedback loops, and the very important impact of delayed feedback. Factors like these are usually left out of reductionist models, where problems happen in a hypothetical vacuum. Intuitively, a complex systems view can move us closer to reality than simplistic formulaic constructs.
At #orgdna for 2Q16 (April-May-June), in our monthly 90-minute Twitter Chat, we are going to tackle Systems Thinking. As we do, we will start to see why some organizations thrive while others fail, often while having similar structure, resources, and leadership methods.
To get started, let’s tee up a few of Systems Thinking’s foundational elements, taken from Meadows and other readings. This will give us a toolkit for subsequent #orgdna chats.
- Q1. Key #systemthinking concepts include stocks, flows, and feedback loops; how can these improve our understanding of the org?
- Q2. Helpful #systemthinking metaphors: (a.) bathtub (b.) checking account (c.) thermostat. Which are most useful in #orgdev?
- Q3. Let’s explore #systemthinking archetypes for orgs: (a.) escalation (b.) tragedy of the commons (c.) diminishing returns. Where to focus?
- Q4. Can we isolate (a.) element inventory (b.) relationships or (c.) purpose/function as a primary #orgdev focus? #systemthinking
- Q5. What are limitations/challenges for #systemthinking in the practice of #21stcorg and #orgdev in general?
I hope you will join us MON 4/18 at 10pm ET, as we take on these important and exciting topics. Much to learn, and much to discuss.
For the best, most interactive experience, log-on with Twitter using TweetDeck or a similar app, and follow hashtag #orgdna. We’ll see you online!
Chris aka @sourcepov
- Kanter, Rosabeth Moss. “The Change Masters” (1983). NY: Simon & Schuster.
- Meadows, Donella (Diana Wright ed.) “Thinking in Systems: A Primer” (2008). White River Junction, VT: Chelsea Green Publishing.
- Senge, Peter. “The Fifth Discipline” (1st ed: 1990, 2nd ed: 2006). NY: Doubleday.
- Stroh, David Peter. “Systems Thinking for Social Change” (2015). White River Junction, VT: Chelsea Green Publishing.