Seeing the Big picture – “System thinking”
By Seshachari, August 18, 2016
System thinking (ST) is an approach of thinking that embraces interaction and interrelationships of conflicting contexts that constantly refers to the System as a “Whole”. The System thinking approaches are to validate and ensure that, whatsoever may be happening in the VUCA world, the program engagement remains viable and work gets done.
System thinking is the constant ability to get unstuck. There are 2 complementary modes of getting stuck, direction system thinking – “Finding the right questions”, and operational system thinking – “Finding the right answers”.
Peter Senge’s fifth discipline cites that System thinking is one of the five Disciplines to create a Learning Organization. System thinking is the principle that brings the other four principles together: Shared Vision, Mental Models, Team Learning and Personal Mastery.
Organizations want to increase customer service delight through putting their ‘traditional’ thinking under scrutiny, see the organization’s big picture, Customer service unit, outcomes, and benefits, with customer focus in mind.
System thinking is the way forward for organizations to continuously identify the right problems, right solutions, change processes and to put the customer at the heart of each process.
Many published research results showed that by use of ST, individuals have developed high levels of affective commitment with their organization; committed individuals usually activate their latent adaptive capabilities to face business stressors, think “outside of the box” to generate new ideas to overcome business problems and risks, thereby enhancing organizational resilience.
Example: System thinking to service delivery design integrates 2 dimensional determinants i.e. organically structured organization (i.e. organizational level)/ highly effective committed core employees (i.e. individual level) for improving organizational resilience.
Different perspective of System Thinking approach for service organization:
- Perspective – Outside in, system
- Design – Demand, value, flow
- Decision making – Integrated with work
- Attitude towards Customer – What business impacts are created? What matters the most?
- Attitude towards partners – Participative, collaborative, co-creation of values
- Role of management – Servicing leader, action on system
- Change – Agile, adaptive, integral
- Ethos – Learning and Development
- Motivation – Intrinsic
The bottom line is that organizational memory (OM), like human memory, gets better with use. Strategic leaders must create an environment with tools and methods that will increase the relevance and capacity of organizational memory (OM). When those Organizational memories (OM) are put in use, it paves way to new ideas, new opportunities, speedy decision making processes, improved CSI, and high business outcomes.