Systems thinking: A shift of mind

The concept of system implies the interrelation of many parts of the same body. The human being is the obvious example of a system. Each part of the system must operate properly to be sure that the system is functioning. Someone is being told sick when one or many parts of the body present symptoms that slow down the normal functioning of the physical system. This approach has been also used by sociologist to explain the way society is working as one of the most complex systems with many subsystems called to be performed together with a seemly direct connection, but strongly interdependent. This view emphasizes the complexity of the social system with many subsystems involving four main characteristics: pattern maintenance, integration, goal attainment, and adaptation (Parsons, n.d.). The principle of mutual influence determines the interactions in a system. The parts or subsystems are intertwined in a way that the performance or the deficiency of one part or subsystem will impact one or many other articulation in the system. The interconnectedness of each part of the system supposes therefore a constant need of harmony and common dynamic in order to get the needed results. That being said, it is crucial to look at the organization broadly instead of in a single loop when it comes to systems thinking.

The Fifth Discipline or a Learning Organization

 All the components of the learning organization are based on structural design, training, planning strategy, and integrating the stakeholders’ needs among the organizational goals. Personal mastery as one of the characteristics of the major characteristics of systems thinking is mostly about individual’s to depict what is truly desired by the organization and to develop the creativity to go there while being in accordance to the organizational goals. The second key element of the learning organization is the mental models. This concept means that there is a shift in the way people are processing information related to the functioning of the organization. Rather than seeing individual interests, the employee is focused on group dynamic, and rather than pursuing isolated departments goals, leaders must learn to see the organization as a whole with each department impacting on the work of the other.

The human resources department, for example, must understand that its work will provide either good human capital to the organization or they may not be able to develop the desired aptitude toward constant organizational change. Moreover, the human resource depart must comply with legal requirements in order not to jeopardize the organizational image in the public by hiring illegal immigrant as it happened at Walmart. The third component is building a shared vision, which is indispensable to keep everybody working toward the same objectives. At this point leadership style may be taken into account because of its capacity to inspire other and to communicate effectively the organizational values and purposes. And, finally the team learning is described by Dennis (2010) as “the synergistic products of the other disciplines”. It cannot be coming out of a vacuum. It is related to the application of the other disciplines.

The Way Systems Thinking Impacts Organizational Effectiveness

The requisite characteristics of systems thinking in the organization, as presented on the form of a set of five disciplines by Senge, are: systems thinking, personal mastery, mental models, building shared vision, and constant team learning process (Dennis, 2010). The organization presenting these characteristics emphasizes the need for people to constantly expand their capacity to reflect of the best way to learn how to create the desired results. In addition, people keep learning how to learn and grow together in accordance to shared organizational vision in relation to individual goals. Systems thinking is considered to be the fifth discipline implying a shift of mind (Dennis, 2010) because people are thinking of themselves as part of the organizational system and develop a greater corporate citizenship rather than pursuing individualistic goals. That is, systems thinking is a framework to look at interrelationship rather than unique phenomenon, it is also a state of mind focuses on patterns of change rather than a straight view of organization evolution (Ryba , n.d.). The work of each individual working in a department must produce the complete result of this department. In addition, the productivity of each department influences the rest of the organizational corpus. This kind of thinking makes it very important to keep learning about how to adjust to each other in the context of individual working together, but also the need to communicate organizational change and working process in clear manner to prevent ambiguity that will inhibit productivity efforts.

Systems Thinking Mean a Shift in Mental Patterns

Systems thinking create a new organizational dynamic implies the need for understanding of the way each part of the organization is working in the perspective to articulate all actions towards the need for performance, efficiency and effectiveness. As a designer, the leader is called to inspire employees so that better explanation must be provided on the organizational goals and objectives, embedded all together in the organizational vision and mission statement, while those ingredients are in accordance with the stakeholders’ needs, to build a new sense of corporate citizenship. The learning organization means integration of interests. This normally requires seeing organization as a system in which the parts are internally well connected, well informed, and also well integrated to the external environment. As stated by Haldeman (2011), for Senge, learning supposes a “fundamental shift of movement of mind”, not just assimilating new information or developing new competencies. Conversely, internal and external sources of feedbacks are very important in such system in order to keep revising the organizational strategy adjusted to new challenges.

Argyris (1976) suggested that a closed system tend to produce defensiveness. Moreover, unilateral control will not allow the collect of valid feedbacks. Most of the centered structural designs are characterized by a lack of valid feedbacks from all the areas of the organization, if there is, it is mostly focused on the single-loop, not the double-loop. In sum, the five learning discipline is different from the old school management disciplines (Senge, 2006), and that is the reason why it offers a more dynamic view of the entire organization.

The Learning Organization is More an Opened System 

One of the theorists that transpose the social approach of a system to the organizational environment is Peter Senge (1990). In his book untitled the fifth discipline: The art and practice of the learning organization, the author presented a new view of the organization which is in need of constant learning to be efficient and effective. From this perspective, the organization needs also a new type of leadership that can create the conditions for a new learning environment into the organization. Senge (1990) has cited Keifer who stated that once a common vision is in place about a product or service and the mechanism to develop it, the team starts working with energy and enthusiasm to make it happen.  

According to Senge (1990) people carrying their own sense of vision and commitment will reject leader’s efforts to get them to be committed. That is the reason why, it is important to develop a new approach of leadership in a learning organization where leaders are designers, stewards, and teachers (Senge, 1990). As a complex system containing several subsystems and also influenced by a constant changing environment, leaders are responsible to create a working climate in which people are continually expanding their capabilities to understand complexity, to assimilate clarified vision, and to improve shared mental model of the organization, said Senge (1990). The great man approach of leadership must be replaced, in this context, by a visionary type of leadership similar to the transformational or the servant leadership approaches. The leader becomes a guide who inspires, encourages, and motivates people in order to unleash their creativity and their ability to serve the best interests of the primary and secondary stakeholders.

References

Argyris, C. (1976). Single-loop and double-loop models in research on decision making. Administrative Science Quarterly, vol. 21(3), 363-375. Retrieved from https://ehis.ebscohost.com.library.gcu.edu:2048/eds/pdfviewer/pdfviewer?vid=6&sid=1a22cbf5-cdf1-4d14-8856-4bf92ed29c57@sessionmgr15&hid=107

Czarnecki, K. (2012). What is systems thinking. School Library Journal, vol. 58(2), p22-23. Retrieved from https://ehis.ebscohost.com/eds/pdfviewer/pdfviewer?vid=2&sid=80cae718-d2af-4010-9ad0-6e3335c816d7%40sessionmgr15&hid=17

Dennis, M. B. (2010). Systems thinking and design: Making learning organizations a reality in the U.S. Army. Retrieved from https://cgsc.contentdm.oclc.org.library.gcu.edu:2048/cdm/ref/collection/p4013coll3/id/2693?

Haldeman, J. (2011). The learning organization: from dysfunction to grace. Journal of Management & Marketing Research, vol. 9, 1-9. Retrieved from https://ehis.ebscohost.com/eds/pdfviewer/pdfviewer?vid=5&sid=1a22cbf5-cdf1-4d14-8856-4bf92ed29c57%40sessionmgr15&hid=107

Ryba, R. (n.d.). Systems thinking. Retrieved from https://ssr1.uchicago.edu/PRELIMS/Theory/parsons.html

Senge, P.M. (2006). The fifth discipline: The art and practice of the learning organization (New York: Doubleday

Talcott Parsons ''An Outline of the Social System'' (TS: 30-79). (n.d). University of Chicago. Retrieved from https://ssr1.uchicago.edu/PRELIMS/Theory/parsons.html