Theories, definitions and principles “It works in practice. But does it work in theory?” Check it out here! Choosing from the list alongside this page, we suggest you start with the fishtank metaphor, with the tank representing the organisation, and the fish as managers and other employees. Follow this by reading the short synopsis on systemic leadership. At a more practical level, at different times and to a different extent, managers need to be able both to manage and lead according to their position in the organisation. Those with a more academic interest can read how systemic leadership draws on the management discipline of systems thinking in basic principles of systems thinking as applied to management and leadership. And if you are interested in how the discipline of systems thinking has developed and which aspects are particularly relevant to systemic leadership today, then read the historical link between systems thinking and leadership. Alongside in the blue column is the full list.
Six strategies for creating system change for a sustainable future | Guardian Sustainable Business | Guardian Professional There is a huge buzz at the moment about system change. The complexity of the sustainability challenges we face means we require a systemic approach if we are to create the change necessary for the future. Traditionally, academic institutions such as the Academy for Systemic Change at MIT have led the field; NGOs like WWF-UK and Forum for the Future are now modifying their strategic approaches, and businesses like Nike and Unilever are also starting to play their part as their markets and supply chains become ever more complex. People and organisations are increasingly wondering how to find an accessible guide. 1. System change begins and ends with people ready to lead themselves and their organisations. 2. By their nature, systems are complex and we are not always sure where or when they might transform. 3. Many of our actions do not feel as if they are helping us get close to solving the huge sustainability challenges we face – issues like climate change. 4. 5. 6.
Diffusing Systems Thinking Diffusing Systems Thinking Posted @ 9/28/2015 1:27 PM by A senior executive in a national philanthropic association recently commented: “Systems thinking has been around for many years, and I really see its value. I found her question stimulating, and it prompted me to identify limits to the diffusion of systems thinking and what can we can do to help more people take advantage of the many benefits it offers. Ambiguity about what systems thinking is. Make your definition of systems thinking explicit, e.g. to understand and reorganize interconnected elements in such a way as to achieve a desired purpose. Making it overly simple – or complex. Create systems maps that tell coherent stories of how and why people operate the way they do by surfacing recognizable patterns of behavior and underlying assumptions. Knowing what systems thinking is but not knowing how to apply it. People are not conditioned to think systemically. Changing thinking patterns takes time.
Systemic Competitiveness Systemic Competitiveness An analytical concept formulated by a group of researchers (Klaus Esser, Wolfgang Hillebrand, Dirk Messner, Jörg Meyer-Stamer) at German Development Institute since the early 1990s. The main messages: Dynamic economic development is not only based on functioning markets and individual entrepreneurship but also on collective efforts to shape a supportive environment for business development. At the meso-level we address specific policies (such as technology policy, industrial policy, regional policy, etc.) and the institutional and organizational environment which supports firms. Publications: Systemic Competitiveness Benchmarking Table (PDF, 70 kB) Systemic Competitiveness and Local Economic Development, Book contribution, 2008 (PDF, 250 kB) Making market systems work? (with Frank Wältring:) Value Chain Analysis and "making markets work for the poor" (M4P)-- Poverty reduction through value chain promotion. Systemic Competitiveness Revisited.
Jonathan Reams - Writings Here is a collection of things I have written over time. Some are direct links to other sites, and some are to files in the Downloads folder, where there is also some additonal information. Books I have a chapter in The Transforming Leader: New Approaches to Leadership for the Twenty-First Century titled Integral Leadership: Opening Space by Leading through the Heart and published by Berrett-Koehler. Integral Education: New Directions for Higher Learning is published by SUNY press. Igniting Brilliance: Integral Education for the 21st Century is another anthology I have been involved with. Articles A Brief Overview of Developmental Theory, or What I Learned in the FOLA Course is a recent article I did to help ground my learning about developmental theory. Integral Leadership: Generating Space for Emergence through Quality of Presence is an article I co-authored with Anne Caspari in 2012 that came out in the German Journal of Business Psychology. What's Integral About Leadership? Reviews
Welcome to Applied Systems Thinking What is a Social System?: Systemics Archive: Nagai Toshiya A social system is not just a gathering of people. It does not consist in the interaction between people either. You can find a mere causal interaction between things. 1. The double contingency I defined a system as function to reduce indeterminacy. Suppose you run into a stranger in an anarchic jungle. Whether I abandon my gun or not depends on whether the opponent abandons his gun or not, and whether he abandons his gun or not depends on whether I abandon my gun or not. 2. It is the best for both to abandon the weapons and coexist peacefully. The combination of payoff in possible four cases is as follows: My reasoning is " Whether the opponent will abandon or keep his gun is indeterminate. This is the so-called prisoners' dilemma. According to the game theory, the strategy that maximizes the minimum of my payoff, whatever strategy the other player(s) may adopt, is the optimal response. 3. When the third is a suspicious alien, he may enslave the two of you, if you abandon your guns.
"Tried" Is No Longer Enough After many sleepless nights watching and praying for the situation in Ferguson, I wrote this piece. In too many ways, it over simplifies the situation going on in Ferguson. I had no idea how much worse the situation would get and how it would captivate the national media. And yet (I hope) this piece points to the deeper truth. Each of us is living in working in places where “those in charge” doesn’t match up to “those who are affected”. And that gap between those “in power” and “the powerless” is to me a central source if not the source for so many issues. If there’s one message I’d want you to read, it’s this: see what you can do in your own community. Ferguson is so frustrating on so many levels.. That’s why the piece is entitled, “Tried” is No Longer Enough … Think of the Chief of Police of Ferguson, Missouri not as a failed cop, but as a failed leader. He failed, and his boss just replaced him. We could view this situation through many other lenses. Is change possible?
Emergence Emergence is perhaps the fundamental property of systems. The idea of emergence is implied in the well-known statement: “The whole is greater than the sum of the parts” This kind of statement sometimes appears in adverts, because it implies that the customer will be getting something extra if they buy what is being advertised (which is the job of advertisers). IQ Variants Unfortunately it is a misleading slogan. In this case, the whole was less than the sum of the parts (this example reminds me of some ineffective committees I've sat on!). An example For instance, I can state that "The whole exhibits properties that are different from those found in any of its parts" Of course, this isn't a very impressive as an advertising slogan, but I want something better than a mere slogan; I want a statement that has practical value, which means that it must have some semblance of truth and reliability for me. Figure 1 Copyrighted image Credit: Open2 team Figure 2 Brain Associations New meanings Figure 3
Systemic competitiveness: a new challenge for firms and for government This article analyses the concept of systemic competitiveness by examining its determining factors and the way in which they interrelate. Systems thinking: a select glossary Copyrighted image Credit: OU This glossary contains definitions of some generalized system concepts used in Systems Practice. What is a mess? and how does it differ from a difficulty? Find out here! One of the key principles in Systems Thinking is feedback9. If you want to know more about Systems Thinking, the Open University course T205 Systems Thinking, Principles and Practice is an excellent introduction to the discipline. Definitions of some generalized system concepts used in systems practice. Boundary The borders of the system, determined by the observer(s), which define where control action can be taken: a particular area of responsibility to achieve system purposes. Closed system A system which is closed to inputs from its environment, e.g. a transistor radio is closed to energy. Communication (i) First-order communication is based on simple feedback (as in a thermostat) but should not be confused with human communication, which has a biological basis. Connectivity Difficulty Environment
A Taste of Systemics A Special Integration Group (SIG) of the International Society for the Systems Sciences (ISSS) originally SGSR, Society for General Systems Research. By Bela Banathy The second half of the twentieth century is marked by massive changes affecting all aspects of our lives. A world-view (window to the world) is like a lens through which we perceive the landscape of life that becomes our reality. This "view of the world" (world-view) has many dimensions: the socio-cultural, the socio-technical, the socio-economic, the organizational, and the scientific just to name a few. This change from one era to another is often called "PARADIGM SHIFT." When a new stages emerges in the evolution of society, such as the case around the midpoint of this century, the continued use of the old paradigm, the old-world-view-lens, creates ever-increasing problems. The mind set of the industrial era has its roots in classical science - often associated with Newton - that emerged some three hundred years ago.
Insight Maker | Free Simulation and Modeling in your Browser Let The Network Do The Work One of the most striking things I see when watching organizations make the transition from legacy industrial models of working to new network-based models, is that we keep trying to employ the new tools and ideas in the same old ways. Certainly, it’s quite hard to unlearn the old methods, so deeply instilled are they by prior experience, history, and momentum. But as businesses, even today, we largely still try to create all the ideas, try to control everything, and focus on doing all the work to produce outcomes within the organization, team, or enterprise, with a little help of perhaps a few closely held suppliers and business partners. In short, most organizations still have an out-dated and overly centralized model for working, and it’s turned out to be a very difficult habit to break. If I have a single key lesson that every organization seeking to digitally transform must learn it’s this: You must let the network do the work. Additional Reading: What Is the Future of Work?