Practice Makes Perfect

Board Management Articles - Becoming A Systems Thinker

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 some suggestions for putting systems thinking skills into practice on an ongoing basis. The suggestions are based on the assumption that in order to learn, we must take action.

Individual Practice
Individual practice is a good starting point for applying the basic concepts of systems thinking you have learned through attending the systems thinking training conference, reading The Fifth Discipline Field Book by Peter Senge, viewing the Solutions 2000: Systems Thinking for Lutheran Outdoor Ministry Staff and Boards video, or other learning activities. By incorporating some of the basic tools and understanding of the systems approach into everyday situations, you can begin to build your confidence and competence – and gain a clear sense of where you need further practice. These practicing methods need no equipment -- just your brain, your curiosity and your energy. Here are some suggestions for everyday use of systems thinking skills.

Pay attention to the questions you ask. Much of the value of systems thinking comes from the different framework that it gives us for looking at problems in new ways. For example consider the Iceberg Worksheet presented in the training conference and in the systems thinking training video. The underlying iceberg concept is that we start with the events that are observable to us in everyday life. We then go below the level of "events" to the levels of "patterns" and "structures". The iceberg concept enables us to practice going beyond event oriented responses and to look for deeper, structural causes of problems. To practice moving from events to structure, you can start by simply paying attention to the questions you ask. Try asking questions that get at deeper meanings, inquire into others' viewpoints, or call for additional information. Look for opportunities to ask these kinds of questions at work and at home. Here are some examples:

• Questions that look for patterns ("Has this same problem occurred in the past?");
• Genuinely curious questions that enable new information to be shared ("What makes you say that?");
• Questions that push for a deeper understanding of a problem ("What structures might be causing this high volunteer turnover?");
• Questions that anticipate the impact of time delays (" What effect will a delayed program start up have on the resources budgeted for new programs?)";
• Does it look for hidden connections ("What might be causing this feeling that we are spinning our wheels?"); and
• Questions that look for unintended consequences ("What would happen if we were successful in applying for the largest grant we have ever gone after as an organization?"). When probing for potential unintended negative consequences, the challenge is to ask such questions with the out causing people to feel threatened or to have yourself labeled as the "nay sayer".

Notice the systems around us. A second way to put systems thinking skills into practice is to notice the systems around us. One of the fundamental tenets of systems thinking is the understanding that the parts of a system don’t exist in isolation; rather that everything is somehow connected; that the parts affect each other. This view of things is consistent with the awareness of and reverence for natural systems that is so much a part of Outdoor Ministry. In many ways outdoor ministry leaders like yourselves are already predisposed to systems thinking

For many of us, the daily practice of thinking systemically can come with taking care of our houses, lawns and gardens as we reflect on how our actions are affecting the earth, the water, the air and all the other living creatures around us. Little by little, that practice can lead us to use different cleaning agents, cut out most pesticides, let the clover take over the lawn, and plant lots of shrubs and trees to provide a rich, varied habitat in our own backyards. The connection to systems thinking is for us to remember that the earth is a system of which we are a part, and to try to imagine the impact of our actions on that larger system.

Look for opportunities to draw causal loop diagrams. In the second article in this systems thinking series, we described the use of a powerful systems thinking tool - causal loop diagrams - to address the challenge of increasing board involvement board in fund-raising. Causal loop diagrams capture how variables in a system are interrelated. A causal loop diagram takes the form of a closed loop that depicts cause-and-effect linkages. Causal loop diagrams consist of arrows connecting variables (things that change over time) in a way that shows how one variable affects another.

Try instituting a new morning ritual: sit down with your cup of coffee or tea, the newspaper, a pad of paper and a pen, and look for stories that can be explored through causal loop diagrams. When doing this, search for stories that describe patterns of behavior over time. An example might be "the unemployment rate rose over the past ten years as did the number of families seeking welfare assistance." Sketch out the systemic structure that might have produced such patterns. This is an excellent way to gain practice in recognizing systemic structures at work, and to master the actual mechanics of drawing causal loop diagrams. For more information, consult The Fifth Discipline Field Book by Peter Senge.

Collaborative Learning
When it comes to practice, we are each other's greatest assets. Your understanding and application of systems thinking can be greatly enhanced by working in a group in which you can receive feedback and learn from other people's experiences. And remember that in the Internet age, collaborative learning can involve people anywhere in the world.

Find a learning buddy. If you can find the right person, try to establish a learning relationship with someone who is either more skilled in the tools and techniques of systems thinking or someone, like you, who is motivated to learn more about the subject. Consider friends and colleagues in the outdoor ministry world or individuals in other fields.

Start a book group. Another possibility is to find a partner or group with whom you can connect on a regular basis to discuss a book on systems thinking or organizational learning. You may also want to convene a small group to work through exercises in experientially based books such as The Fifth Discipline Field Book by Peter Senge. The executive director of one nonprofit agency meets with her staff once a month for two hours to work through different systems thinking related exercises in an effort to come up with new ways of addressing internal organizational issues.

As you experiment with the different learning approaches described in this article, keep in mind that there is no one right way to learn systems thinking. These guidelines are simply intended to get you started on your own practice routine. Over time you may discover additional approaches that work well for you.