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
The way that we have set about delivering this quality has led to an environment where improvements to processes and systems are typically gradual and linear — focusing on reducing waste and variability. Our ability to learn and adapt fast is seriously hampered by this approach. We have not paid enough attention to leveraging the differences we have as human beings — and how we when building on our differences can create much better solutions to our daily work and objectives.
It’s a sad fact that autism is still viewed as a disability. A disorder. That mis-wiring that characterises the neurobiological connections (or often lack there of) in the autist’s brain is at best considered a failing. But what if we look at autism differently? The absolute chaos of normal everyday life that drop-kicks those with autism and sensory disorder into meltdown and withdrawal, is in fact a super-power. This is systems thinking at its absolute beautiful edge, where every detail of the world stands out in excruciating, wondrous detail that can’t be ignored. This response to the unfathomable, the ability to absorb obscurity and sense pattern is not rigidity at all. It’s simply gorgeously mind-blowing. (By Emma Loftus.)
Here are some sound pieces of advice: the more you know about a system, the better you are at predicting its behavior. If you want a large outcome, then put a large amount of effort into the process. For the best execution, plan ahead. These are all powerful strategies – but only if you are dealing with a linear system. For a complex system, this approach spells disaster
From John Atkinson. I get repeatedly asked about the difference between working with the ecosystem (or human system) and working with formal organisations. For me this is largely a perceptual difference and yet perception is a critical and deeply influential thing.
The Ecological Systems theory states that human development is influenced by the different types of environmental systems. Formulated by famous psychologist Urie Bronfenbrenner, this theory helps us understand why we may behave differently when we compare our behavior in the presence of our family and our behavior when we are in school or at work.