Myron Roger’s Systems Leadership Workshop
When you consult to a system who is your client? How do you know if you are doing the right thing? What constitutes doing good here and who decides? You cannot please everyone all the time. There is a difference between a reflexive action, changing the mood of a conversation through a comment or smile just because it feels to be going in an unhelpful way and a deliberate one such as considered reflection on events
A Simpler Way–a brief meditation on organizations as living systems. The book was born from our years long deepening exploration into the implications of living systems theory for social systems. If our organisations are not machines, but alive and subject to the same dynamics as all life, what would be possible? How would we understand what we are seeing and experiencing in institutional life? What would we do if we were working with the dynamics of life, rather than against them?
The philosopher Steiner asked us to consider what is freedom. Steiner considered fundamentally that freedom is about relationship, about how we know what we know. In considering the world as a living system of living systems, in ‘systems thinking’ in our organisations we instigate the philosophy of freedom in its most basic and purest sense. Is it that as Steiner believed of children, that in doing this we allow them to grow and reach their best potential, unhindered by predetermined restraints and controls?
Here, in the video and transcript) below, John Atkinson in conversation with Stacey Hale at Design4Emergence, discusses Complexity in Systems. Answering questions such as: Any advice on keeping work in a complex ecosystem within manageable boundaries? True or false: “There are no best practices.” How do you put people at ease in a world obsessed with big data? You’re not saying to abandon strategy? Are you talking about designing an attractor? What do you say to a brand new consultant who wants to apply the Big Five of living systems to an organizational problem to create change? How much does it matter that people know that you’re pulling from the principles of biological systems to design organizational change?
We as human beings have a need for control. It’s in our biology and it’s part of our survival. Over millennia of human existence we have developed a plethora of techniques, skills and practices that allow us in subtle and brutal ways to control our environment and ourselves. Yet in seeking to control we loose so much. In assuaging our fears, living the same rules, the same ways, we don’t experience the dance that is our potential.
The challenges that require you to work together are complex. You don’t ‘deliver’ a change in global quality standards and you don’t ‘deliver’ a healthier or wealthier population. Lots of people will need to change what they do if you are to succeed. Some are already way ahead of you. You will need to connect all this up, nurture some stuff and weed out things that aren’t helping. You will need to help people see how what they’re doing contributes towards something meaningful. You will have to constantly improve people’s experiences. Does that sound like deliver?
The Phillips Kay Partnership is Myron Rogers, John Atkinson and Jeni Bremner, home of Myron’s Maxims. Change from a living systems perspective. Here you can watch a series of videos from Myron’s NHS leadership academy, discussing some of the key features of change in living systems.
Self that is the beginning of stories in our systems. How self feels and how that’s responded to is the heart, and the art of building the core of how a system operates, succeeds or indeed fails.
I used to think of my body as nothing more than a machine. A series of components that function in predictable and purely mechanical ways to get a job done. To hold me, nourish me and keep me alive. I was floundering around in a body that felt old, with a mind devoid of spark. And then something clicked. ‘What if’? I thought ‘Everything is connected’? It was with a wild leap of faith and not without some imagination that I began developing a picture of myself as a whole physical being. A machine that pulses. But here’s the thing, you and the world we are all in is a system too. And should we treat our world as a mechanistic thing, made up of a series of separate components?
This way of thinking is convenient. It gives us quick fix possibilities; address the faulty component, treat the symptoms and move on. But what if, just like me, everything in this world is connected in minutely, infinitely, unfathomable, impossible ways? All of them beautiful. (By Emma Loftus)
Travelling through northernmost Norway I am caught by the nature of scale. The grand and the delicate. The power and the finesse. In my awareness it becomes alive within me.
Interested in Communities of Practice? Myron Rogers has been working with the South London Health Innovation Network developing pan-London Patient Safety Communities of Practice. This just released brochure, co-authored by Myron, describes the work, and includes a comprehensive conceptual and practical guide for cultivating Communities of Practice.
Every time we change our business or political structures, we provoke questions about our identity. Who really are we? What matters to us? How must we now connect? Here John Atkinson explores issues of identity and relationships in the light of the U.K. Brexit vote and the US 4th of July celebrations.
When we think about operating in systems, doing systems thinking, we seek to find and understand how systems work and how we may work within them. But of course there is another question we need to ask when considering this way of thinking. And that something is why? Why do we need to think in this holistic tangled way in the first place? When for the most, our lives and the organisations, tasks, roles and people within them, function perfectly well in the very lightness of thinking that is simple and linear, A to B thinking. (By Emma Loftus)
By John Atkinson. If we genuinely believe the world to be a complex place, we need to consciously embrace that complexity, not suppress it. Once we do this, we realise we cannot resolve our activity into standardised processes without forever generating unintended consequences to our actions. Recognising the world we live in as a complex environment doesn’t allow us to control it