Systems Thinking for a Desirable Future

In various forms and sizes, the world is composed of systems: families, schools, churches, friend groups, and more. Even the arrangement of a fruit bowl could be considered a system. An ever-changing world creates an ever-changing workplace, which largely impacts the complexities of organizational systems. Because change is often unpredictable and the aim of the system is constantly evolving over time, a foundational understanding of systems theory and systems thinking is integral to the survival of any organization (Judge, 2011). Being equipped with knowledge and tools prepares organizational leaders to effectively respond to change.

Systems theory provides explanations and understanding to inform change and heighten predictive ability for real-world systems (Adams et al., 2014). Defined, systems are a network of interrelated components with shared pursuit, thinking, action and interpretation to achieve a common goal (Adams et al., 2014; Leon, 2007; Judge, 2011). There are two types of systems: open systems and closed systems (Judge, 2011). Human organizations are primarily considered to be open systems because people are in a constant dependence on and exchange of energy, information and material with the environment (Burke, 2013; Judge, 2011).

"Systems are merely understandable and they cannot

be predicted or controlled by human power."

Systems are merely understandable, and they cannot be predicted or controlled by human power, though the industrial world often assumes that they are (Meadows, 2004). While the future cannot be predicted and entirely prepared for, organizations can pay close attention and listen to what the existing system is saying to discover and envision how the future can be ushered into being more smoothly (Meadows, 2004). Whole systems are not linear, and they are made of subsystems, that is a collection of components within the entire system characterized with a smaller aim (Judge, 2011; Meadows, 2004). Every individual part of the whole system affects other parts, which gives reason to the total system perspective being crucial for the accomplishment of the organization’s goals (Burke, 2013). In summation, systems theory suggests a holistic worldview of systems, where parts are not merely a dissociated collection, but an inseparable web of relationships instead (Burke, 2013).

Understanding organizations as a whole rather than individual parts is the core capacity that differentiates a systems thinker (Burke, 2013; Judge, 2011; Leon, 2007). Because organizations are positioned to reap the consequences of continuously changing human action, organizational change should be treated as a normal condition, which then requires systems thinkers to enter and help organizational leaders move towards their desired future and overarching aim in the midst of shifting landscapes (Judge, 2011; Leon, 2007; Tsoukas & Chia, 2002). Systems thinking involves the consideration of subsystems: how the whole impacts subsystems and how the subsystems impact the whole (Judge, 2011). Often, organizations are able to respond to sudden environmental changes, but fail to perceive gradual changes that need to be noticed and corrected before change becomes detrimental (Judge, 2011). In response to system blindness that prevents organizations from responding to change well, system thinkers shift from reactive problem solving to creating a collaborative space to envision a new future (Jessup, 2017; Senge, Hamilton & Kania, 2015).

An effective systems thinker is highly collaborative and values collective perspectives that build a mutual understanding of every individual part in an organization (Senge, Hamilton & Kania, 2015). Not only do systems thinkers see the larger system from a visible vantage point, they also understand the need to redirect collective efforts and movement to a positive future (Senge, Hamilton & Kania, 2015). Additionally, a wise systems thinker values what already exists and remains in a posture of attentiveness to the environment of an organization (Senge, Hamilton & Kania, 2015; Tsoukas & Chia, 2002). They dance with systems that are able to run themselves, but they are prepared for surprises and learning opportunities (Senge, Hamilton & Kania, 2015).

"An effective systems thinker is highly collaborative and values collective perspectives that build a mutual understanding of every individual part in an organization."

Systems theory encourages a holistic view of organizations that presents individual parts of a system as interrelated and interdependent (Adams et al., 2014; Burke, 2013; Leon, 2007; Judge, 2011). Systems thinking requires individuals who are able to see the larger system, posture themselves in humility and allow their routines to be challenged (Meadows, 2004; Senge, Hamilton & Kania, 2015). Organizations may be able to respond to change more strategically by implementing systems thinking into their processes (Senge, Hamilton & Kania, 2015). The world is a place that is constantly evolving, and systems theory can help organizations create their desired future (Judge, 2011; Senge, Hamilton & Kania, 2015).

References

Adams, K. M., Hester, P. T., Bradley, J. M., Meyers, T. J., & Keating, C. B. (2014). Systems theory as the foundation for understanding systems. Systems Engineering, 17(1), 112-123.

Burke, W. W. (2013). ​Organization change: Theory and practice. ​Sage Publications, Inc.

Jessup, C. M. (2017). Overcoming Organizational System Blindness. American Journal of Management, 17(7), 79-86.

Judge, W.Q. (2011). Organizational Capacity for Change Dimension 5: Systems Thinking. Building Organizational Capacity for Change. Business Expert Press.

Leon, J.P.A (2007). Systems Thinking: The Key for the Creation of Truly Desired Futures. International Journal of Reality Therapy, 9(1), 15-20.

Meadows, D. (2004). Dancing with Systems. Thinking in Systems. Sustainability Institute.

Rosenberg, S., & Mosca, J. (2011). Breaking down the barriers to organizational change. International Journal of Management & Information Systems, 15(3), 139-146.

Senge, P., Hamilton, H. and Kania, J. (2015). Co-Creating the Future: The Dawn of System Leadership. Rotman Magazine.

Tsoukas, H., & Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization Science, 13(5), 567-582.