Board of Directors As System Thinkers
Board Management Articles
By Frank Martinelli
Systems thinking is a way to see beyond isolated events to the deeper patterns, connections and root causes that explain many of the problems that confront us in our organizations and communities. The systems approach to management is a highly effective method for helping leaders understand the relationships that shape the environment in which their organization operates. It provides outdoor ministry leaders with an fresh understanding of relationships between our underlying assumptions about the world, the actions we take based on these assumptions and the consequences of these actions - both intended and unintended. Furthermore, systems thinking provides a range of tools and techniques for leaders who want to try out the approach.
In this article, we will provide an easy to use thinking process to encourage the board of directors to adopt a systems thinking approach.
First of all, why does the board need to adopt a systems thinking approach? The rapid pace of change requires that nonprofits boards look and act differently. Many boards have already made the transition. They possess a number of qualities and characteristics that together make up a new profile of board effectiveness. This "new board" possesses some of the following characteristics: They are visionary and future focused, spending most of their time looking forward. The new board leaders are also risk takers, balancing the need to take chances with the traditional stewardship responsibilities of board service. Finally, they are systems thinkers seeking to understand the root causes and forces that create the issues and challenges they will face in the boardroom. They look for courses of action that exert the highest possible leverage. This systems thinking approach is also changing the way some nonprofit boards engage in strategic planning as they seek to shift organizational energies toward changing the causes of problems rather than simply focusing on the negative effects.
As we have discussed in previous articles, systems theory is most helpful in discovering the root cause of complex problems. Problem symptoms are created by structural relationships among system components. Understanding this relationship helps locate the point of leverage where patterns of behavior originate and can be changed. System structure produces behavior and only by changing this structure can sustainable change be made.
If the board is going to successfully apply systems thinking tools, the first step is to identify a systemic problem to practice on. Symptoms of systemic problems include some of the following characteristics:
- They are recurring problems that seem to elude solutions.
- Previous attempts to develop solutions to problems inadvertently create other problems.
- Obvious problem solutions produce non-obvious consequences.
- Problems thought to be solved reappear later.
After the board has identified such a systemic problem, the next step is to apply a problem solving approach that will surface the root causes. Such an approach will show the board how to:
- Recognize systemic problems.
- Identify the structural relationships creating the problem symptoms.
- Discover the points of leverage where structural change can be made.
- Develop high leverage solutions that solve the problem.
Applying the Root Cause Problem Solving Approach
As mentioned previously, the objective in root cause problem solving is to discover the points of leverage where patterns of behavior originate and can be changed. The challenge lies in being able to distinguish between problem symptoms and problem causes. Problem symptoms and problem causes can look very much alike. Here’s an example. The cause of a defective product could be identified as a final inspection problem, a process control problem, or a material procurement problem, yet all of these could be symptoms of a more fundamental management problem.
Let’s look more closely at the concept of "problem symptoms": What people traditionally call problems are frequently only symptoms of problems. For example, the problem of decreased camper registrations is really a symptom whatever is causing registrations to drop, which is the real problem. Defining a problem in terms of its symptoms obscures the real cause and leads to symptomatic solutions that fail to correct the basic condition.
Next, let’s take a closer look at "problem causes": Problems are undesired results caused by structural relationships among system components. When these relationships are complex and hidden, traditional problem solving is not effective and another technique is needed. Root cause problem solving consists of discovering and correcting these structural relationships. This process is called leverage and requires a systems approach to identify the system dynamics creating these outcomes.
The following process called "Keep Asking Why" will help the board identify fundamental problem causes. It is an effective way to identify the causes underlying an undesirable condition. This process has been described in a previous article in the systems thinking series. It consists of continually asking "why is this occurring?" to each explanation and subsequent explanations until a common, deeper cause is identified.
Select the most significant problem symptom and ask, "Why is this occurring?" Describe the symptoms using all the specific facts and data available. This will enable a more focused examination of the conditions needing correction and a more precise definition of the problem. Here’s an example, "Why have we been experiencing such high volunteer turnover since the beginning of the new year?" rather than "How can we find more volunteers?" Record all of the explanations.
Repeat this questioning for each explanation. Record and compile all additional explanations. Identify any emerging patterns.
Continue this process until these explanations converge into some fundamental causes. Avoid fixation on events or on blaming individuals. Try to focus on systemic explanations.
Define the problem or problems by describing the root causes creating them. Accurate problem definition is critical for the development of meaningful solutions. Identify the system structural relationships that are creating the conditions that need correcting.
Determine the action or actions needed to change the system relationships creating the problem or problems.
One final comment about the use of this systems thinking approach: You can expect problem symptoms disappear and not reoccur although this may not happen immediately because structural changes often have a built in lag time. Eventually the systemic solution will win out.
For more information about using the Keep Asking Why Worksheet and a number of other systems thinking tools, see the recently released: Solutions 2000: Systems Thinking for Lutheran Outdoor Ministry Staff And Board Leadership. This video training program can be used in a variety of ways by the Board of Directors. The program contains a number of learning activities, each of which, is supported by worksheets and instructional commentary included in a print packet which accompanies the videotape. Contact Mark Burkhardt at 800-638-3522, ext. 2556.
Frank is based in Milwaukee, WI and works as a consultant and trainer for a variety of non-profit organizations. He has worked with Lutheran outdoor ministries on a variety of projects. These articles first appeared in the Outdoor Ministry Newsletter. The intended audience for these articles is both board and staff members.