Systems Thinking
I’ve become convinced over the years that Systems Thinking is one of the most important skills a senior leader can develop. Today’s organizations are simply too interconnected for leaders to be successful operating within silos. One decision affects five other things somewhere else. I see leaders wear themselves out trying to solve the same problems repeatedly because they’re reacting to the visible issue instead of stepping back and asking what in the system keeps producing it. The leaders who really grow are the ones who learn to slow down, see patterns, recognize ripple effects, and look beyond the immediate fire in front of them.
The list below is part of elevate, a remote leadership development program.
Questions to drive Systems Thinking
Understand the System
What system are we actually inside of?
Who and what are connected to this?
How does this impact more than just my area of responsibility?
Who else is concerned?
Do we all have the same picture of this situation?
Look for Patterns
What keeps happening here?
Where have we seen this before?
What are the trends?
Where are the trends going?
What results are we seeing today that were caused long ago?
Consider Consequences
What will this decision reinforce?
What will it balance or constrain?
If we make a change here, where else will change occur?
What might show up later?
What will be the future price we pay?
Check the Dynamics
Is there a reinforcing loop?
Is there a balancing loop?
Is there pushback in the system?
Where might the system resist this change?
Stay Grounded
How do we want the future to play out?
What is our shared vision?
How can we keep this as simple as possible?
Where are we being impatient with a system that takes time?