IN FOCUS: Systems Thinking and Leadership

Leadership, even in the best of times, is difficult. In times of deep crisis, it is extremely challenging. To lead, “to go first”, when what lies ahead is unknown and unknowable, and the way to move forward is anything but clear, demands a mix of skills and insight that few of us have had the opportunity, or the need to develop.

In turbulent times, one aspect of great leadership is the ability to deal with paradox. For example, organisations are extraordinarily resilient in the face of fairly radical change, but only if their leaders ensure that enough of what’s familiar and trustworthy continues to exist. Similarly, in the current crisis, it’s important that leaders maintain existing relationships and keep the focus on core competencies, but, simultaneously, ensure that people remain super-alert, ready to pounce on any opportunity that these unusual conditions may present. Leadership now is, more than anything, a dance, a constant balancing act between polarities. Great leaders engage in this dance knowing that resting for too long at either end of this continuum, however tempting, is risky.

The balancing act of leadership is one of the many foundation principles of systemic leadership that were discussed at the Systems Thinking and Social Change workshop held at GIBS University in September. Facilitated by Pam Lamond with Colleen Magner of Reos Partners, a diverse group of participants from various public sector organisations and NGOs applied the learnings to their own change challenges. These ranged from transforming the curriculum of a university to ways to safeguard orphans and vulnerable children. Participants explored how the principles of Systems Thinking could enable them to promote and sustain their system’s inherent capacity for self-organisation and renewal.

“It provided a good space for reflection on a topic that I have always been struggling with and wanting to know more about. A diverse group of people added much value to the discussions because we were all from very different backgrounds – everyone was there to learn more. I have a much clearer understanding of systems thinking and don’t feel so intimidated by the topic anymore.”
– Pat Sullivan, Owner, Treharne Africa Management Services

“This was a great opportunity not only to learn about systems thinking, but also to have two days of reflection, to consider how to sustain reflection in an organisational setting (and personally), how to use reflective practice to precipitate change, how to keep one’s eye on the macro level and not get sucked into detail. It also made me realise the lack of ego and the quality of humility required to truly embrace systems thinking.”
– Barbara Dale-Jones, COO, Convene