Leaders and Systems

The subject of leaders and systems is huge. We could spend hours just exploring the difference between systems and processes. Or we could spend hours exploring the subject of spatial blindness as defined by Barry Oshry in his book, Seeing Systems: Unlocking the Mysteries of Organizational Life (Berrett-Koehler, 1995). He says spatial blindness happens when “we see parts of the system but not the whole system.”

Now, some will say that the root of the problem when it comes to leaders and systems is our failure to grasp "big picture" connections, i.e. macro-myopia. On any given day, most of us are almost totally unaware of what is happening elsewhere that can indirectly but powerfully affect our lives. Often, we are like the legendary blind people describing an elephant as each of us grasp a different part of its anatomy. When we mistake the parts for the whole, we lose perspective and miss the context in which seemingly isolated events occur. 

I have worked with leaders and teams on the subject of systems for many decades. I have learned two things about this subject and this work. First, asking a smart person to work with a dumb system has never resulted in a positive outcome. Second, creating a smart system and handing it over to a person who has not been adequately trained on how to use it also has never resulted in a positive outcome. 

To help leaders get their heads around the subject of systems and system improvement, I focus on the following. First, we need a framework for discussing this subject, e.g. inputs -> processes -> outcomes. Which part or parts are we changing within this framework? Next, which part or parts are we focusing on improving?

Second, we need to be clear about what we are doing. Are we seeking continuity, evolution, or revolution/innovation? 

Part of the problem around this subject is that the word “change” and the word “system” mean different things to different people. For example, change can mean doing something better or doing something different. 

Furthermore, the dictionary defines the word, system, in the following three ways:

-“a regularly interaction or interdependent group of items forming a unified whole.”

- “an organized or establish procedure.”

- a “harmonious arrangement or pattern.”

So, which definition are we using? Most of the time when I got called in as a consultant to solve a problem related to leaders and systems, I needed a universal translator to following the conversation. And still, I often am confused.

It is time we define the aforementioned words before we use them. This will impact the capacity to plan and the capacity to execute. As I have mentioned in this blog earlier this fall, words matter.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257