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250-300 words
Respond to each post (include 2 references)
Post #1
Introducing Systems Thinking
Introducing systems thinking to my organization would begin with a discussion of the importance of being a “learning organization” with administration. Senge (2006) describes learning organizations as “organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patters of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together” (p. 3). Then I would discuss how systems thinking looks at the whole organization, rather than individual parts, to determine where patterns of behavior/action exist so that we can better understand “how to change the effectively” (Senge, 2006, p. 7).
Specific Tools and Use in the Workplace
Next, I would describe the two system archetypes of “limits to growth” and “shifting the burden”, and provide examples of how these two archetypes are actively impacting our organization (Senge, 2006, p. 95-112). By providing specific examples of how we can remove factors that limit growth, and adjust organizational focus on providing solutions to address fundamental problems, I will provide administration with a clear picture of how systems thinking can help our organization. Once the value of systems thinking was understood, more steps to implement this discipline could be explored.
Additional
Resources
& Tools
Additional tools that could be used to help administration understand systems thinking are “links and loops” (Senge, Ross, & Smith, 1994, p. 89, 113-120). Many people grasp concepts better when they can relate them to something visual. This is where drawing links and related feedback loops can be helpful.
Helping Others See Interdependencies
As well, Collen and Minati (1999) offer seven ways to help individuals and organizations learn more about systems thinking through practical activities. These activities would definitely help people understand their interdependencies.
References:
Collen, A. and Minati, G. (1999). Seven activities to engage systems thinking. Retrieved January 15, 2018, from https://pdfs.semanticscholar.org/3436/c52688ab6dae545fdb783bb0b88b8b052c16
Senge, P.M. (2006). The fifth discipline: the art and science of a learning organization. New York, NY: Currency/ Doubleday. ISBN:0-385-51782-3
Senge, P., Kleiner, A., Roberts, C., Ross, R. & Smith, B. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency/ Doubleday. ISBN: 0-385- 47256-0
Post #2
Working in the field of public education, we get new content and professional learning introduced to us all the time. If I were to introduce systems thinking into my work place, I would start by providing examples of the success some organizations have had because of embracing systems thinking. After gaining some buy in from the staff, I would try to organize some sort of a reading of The Fifth Discipline for the staff or get everyone their own copy and set up reading groups. It would be crucial that everyone is in the right mindset before being introduced to something like systems thinking. Personally, as soon as I picked up the book I fell in love with the material. Everyone wins with a systems thinking approach. Once I got my staff to start thinking about our organization as a system, other aspects of the learning organization would fall into place: “You can only understand the system of a rainstorm by contemplating the whole, not any individual part of the pattern. Business and other human endeavors are also systems” (Senge, 1990). Senge says this beautifully, as he does most of his concepts and content in the work. It is only when we begin to see the system that we can begin to appreciate the feedback loops and other aspects of systems thinking.
I would show a progression of companies like Ford, BP, Harley-Davidson, and others that Senge mentions throughout The Fifth Discipline, noting their longevity, adaptation, and the idea that they are masters of sustainability in business practice and corporate learning. Some of these companies have thrived for longer than a century now. I would become a student of the historical elements of organizations that have thrived on systems thinking and compare them with other organizations that have failed. Without a doubt, if possible financially, I would send all my leadership and managerial staff to Senge’s conferences on organizational learning and systems thinking.
In the field book, Senge says, “We expect people to learn when the costs of failure are high, when personal threat is great, when there is no opportunity to ‘replay’ an important decision…” (Senge et. al, 1994). I would have to try and create a sense of urgency in my organization linked to personal investment from everyone. One major way to make people see their interdependencies is to illustrate it for them. A leader or visionary would have to find a way to clearly illustrate to people how their actions and commitments affect other elements of the organization. Senge’s narration of the beer game in The Fifth Discipline illustrates this vividly.
Senge, P.M. (1990). The fifth discipline: the art and practice of the learning organization, NY: Double Currency.
Senge, P.M., Roberts, C., Ross, R. B., Smith, B. J., Kleiner, A. (1994). The fifth discipline fieldbook, NY: Doubleday.
Post #3
Systems thinking is an intriguing concept that I do believe would help my current organization. According to Senge (2006), “…systems thinking encompasses a large and fairly amorphous body of methods, tools, and principles, all oriented to looking at the interrelatedness of forces, and seeing them as part of a common process” (p. 89). The reason I believe my organization could benefit is because once you start thinking differently, then you start seeing things differently and then you start to mimic that in the way you are performing at work and within your workgroup.
To implement systems thinking you have to be able to see the larger picture. This is something I have received feedback on prior in yearly performance reviews. I have been praised for my ability to view the larger picture of a change, realize what ramifications the change has to the rest of the downstream workflow, and either justify that the positive out ways the negative, so the change can be implemented. This is the art of systems thinking according to Senge (2006). Senge (2006) goes on to say that to implement this it can not be done as an individual, so I would need to engage key members of my department in system thinking in order for it to be successful. Choosing members is also important because change is not easy, and to implement change you don’t always make friends. Therefore, these members would need to be able to withstand and confront conflict head on.
In doing some research I came across a systems thinking toolbox written by Daniel H. Kim (1994). It has a section on vocabulary of systems thinking which I found to be very helpful, especially for someone that I would just be introducing systems thinking too. As Kim (1994) states, “Systems thinking can serve as the language for communicating about complexity and interdependencies” (p. 50). If you don’t have a feel for the “language” then you will never grasp the concept of system thinking so this tool could become invaluable in teaching systems thinking to my team.
One way that I believe you can assist others in seeing interdependencies is by utilizing the reinforcing process/loop. Senge (2006) gave an example of an issue I am experiencing with my management team not feeling accomplished at the end of our monthly meetings. Our meetings used to be one hour, then we couldn’t finish the agenda, so we moved it to 2 hours. We still couldn’t get through the entire agenda and they asked to move it to 2.5 hours. I didn’t think lengthening the meeting was the resolution to not getting anything accomplished. When you map that issue out using a reinforcing loop you can see the daunting agenda becomes over whelming, where we lose focus and become scattered in the meetings. The more scattered we become, the less we understand and agree, the less we understand and agree, the less we deep dive into concerns for resolution. The less we dive into the concerns, the more we feel unproductive from the meetings. I think if I present it this way to my managers, the more they can understand time is not the issue, it is the over packed agenda. We need to lessen the amount of issues we are trying to solve per meeting so that we can stay focused.
Resources
Kim, D.H. (1994) Systems thinking tools: A user’s reference guide. Pegasus Communications, Inc. 1-55.
Senge, P.M. (2006). The fifth discipline: The art & practice of learning organizations. New York, NY: Doubleday.
