Reflecting on Systems Thinking
I picked up the following threads while reading the book 'Systems Thinking for Social Change'.
1. Organizations and systems have a life of their own - we might want to improve them, but they continue to operate organically as if it is independent of our influence.
2. If we are not aware of the above, we might end up working against them unconsciously, while thinking that we are working with them.
3. The problems we face cannot be solved with the same level of thinking we were at when we created them.
4. We tend to create more problems by failing to first fully appreciate the problem we are trying to solve.
5. Systems Thinking affects us cognitively as well as emotionally, behaviourally and spiritually - developing a new way of being and not just doing, acquiring a set of traits like curiosity, compassion and courage - that complement and deepen our new skills.
6. In order to optimize the whole, we must improve the relationships among the parts.
7. A system is an interconnected set of elements coherently organized to achieve a purpose
Down below, I tried to reflect on and consolidate why we need to have a Systems Thinking mindset.
1. To be conscious of not contributing to the very problems we want to solve.
2. To reflect on and shift own intentions, actions and thinking - to begin from where we can create more impact.
3. To enable stakeholders to take actions, instead of meeting immediate needs - to increase the effectiveness of the whole system over time.
4. To anticipate and avoid long-term negative consequences of well-intended solutions.
5. To identify high-leverage interventions - More from Less for More.
6. To make people see the bigger picture, to make them have accountability, to make them optimize the whole system instead of just their part.
7. To uncover root causes of chronic, complex problems.
8. To distill insights into visual systems maps.
9. To understand why certain problems exist despite our best efforts to solve them.
10. To focus on what is most important.
11. To work towards deep systems change by transforming the underlying assumptions and policies that govern existing processes and procedures.
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