An integral skill of the modern leader is the ability to be a systems-thinker. It is important to use systems-thinking when developing new policies, creating new processes, developing new programs, and addressing current problems and challenges.
Working on cultivating your systems-thinking requires stepping back and constantly taking a holistic approach, where you identify and map out the system you are navigating in order to understand the bigger picture. People, processes, and structures all exist and interact within systems, and it is understanding how each effects and influences the other that will help you to gain a greater understanding for an issue at hand.
This practice can be incredibly hard as we navigate complex and often times convoluted systems that sometimes demand immediate response, but taking the time to understand the whole context is often the first and most important step in intentionally practicing systems-thinking.
Systems-thinking and people
Systems-thinking requires taking a human-centered approach, since at the end of the day it is humans who create and must navigate systems. You must not only be asking questions like who are the stakeholders? But also, when making decisions, setting up businesses, policies, or projects, you should also be looking at the greater whole, asking – what would it be like to be a person living with a disability needing to navigate this system? A woman? Someone from a minority background? Someone with children? People from varying socio-economic backgrounds? Someone living with a chronic or terminal disease? Someone who identifies as LQBTQ? People who observe different religions?
Putting people at the center of your system analysis is a good way to make sure that they aren’t forgotten. It’s strange how easy it can be to map out a system and completely forget the people that the system effects. When you look at plans that are carefully organized but impossible to realistically execute, you can see where the people aspect of the thinking was left out of the equation.
Empathy is a skill that will be addressed in a later article, but it’s important to note that working on cultivating and enhancing your tendency towards empathy is a good way to make sure that you never forget about the “people experience” part of your work.
Systems-thinking and addressing problems
Our world has increasingly become one of instant gratification, creating Band-Aid solutions to try to immediately solve superficial parts of the problems we are confronting. But very rarely does a problem exist in a vacuum, and without thinking about how this specific problem plays into the larger whole, you are only creating, at best, a temporary fix to a more systemic issue.
To practice systems-thinking when addressing a challenge or problem, you need to both look back at the root of the problem, and understand the many different factors that contributed to its manifestation, recognizing that is a part of an overall system and did not occur in isolation. Then, you need to practice “emerging future” thinking, exploring different ways to address the problem as part of the system as opposed to reacting to a specific part, and brainstorming what outcomes those different interventions might have, both in the short and long term. By not taking this approach, you run the risk of short-sightedness and generating unintended consequences.
This is the first of what will be several pieces about systems-thinking, and tools will soon be available to help you cultivate your systems-thinking approach.
Practice: As you are either designing new systems (processes, policies, etc), create a map of the system you are trying to develop and the other systems that it might coincide with. Make sure you create as comprehensive a picture as possible so that you can identify gaps before you implement. If you are trying to solve an already existing problem, take a step back and make sure your solution has taken into account the whole history to what contributed to the problem and maps out the short and long term future using the proposed solution.