Systems Thinking/Organizational Learning

“Creating Desired Futures in a Global Economy,” Peter M. Senge, Reflections, Volume 5, Issue 1. This article discusses the difference between problem solving (backward looking) and creating desired futures (forward looking) and how the gap between vision and reality, often referred to as creative tension, is what spurs organizations to greater heights and is the essence of enlightened leadership.

“Design Thinking for Social Innovation,” by Tim Brown & Jocelyn Wyatt, Stanford Social Innovation Review, Winter 2010. Designers have traditionally focused on enhancing the look and functionality of products. Recently, they have begun using design tools to tackle more complex problems, such as finding ways to provide low-cost health care throughout the world. Businesses were first to embrace this new approach called design thinking. This article discusses how nonprofits are beginning to adopt it too. There is a great deal of similarity and overlap with systems thinking.

“Identifying and Breaking Vicious Cycles,” by David Peter Stroh, from the Applied Systems Thinkinglibrary, 2006. This article describes an easy way to identify vicious cycles that people are caught in; explains a three-step process to transform this dynamic into an engine of success instead of failure; and will expand your thinking beyond simple vicious cycles to enrich your understanding of common problems and identify specific interventions for complex systems. Reprinted by permission from AppliedSystemsThinking.com.

“Innovation to the Rescue,” by Leslie Stevens-Huffman, Human Resource Executive Online, October 13, 2009. Although this article was written for business, there are lessons here for nonprofits, education, and government. With the current economy, most training budgets are being slashed, if not eliminated. The author makes the case for why training in the areas of innovation and critical thinking should be preserved.

“Leading from a Systems Perspective,” by Tish Robinson, ACCJ Journal, December 15, 2010. Leading from a “systems perspective” is about building the capacity for awareness, agility, understanding, and high- leverage actions that may not initially be noticeable from a more limited perspective. This article offers a five-level framework
for developing the capacity to see complexity and systems more effectively.

"Rethinking Leadership in the Learning Organization,” Peter M. Senge, Systems Thinker Newsletter, February 1996. This article discusses how organizations wanting to transform into learning organizations will need to change their traditional notions of leadership. It defines three essential types of leaders within organizations who are key to building a learning organization: local line leaders, executive leaders, and internal networkers or community builders.

"Scenario Planning," JISC infoNet. This is a terrific guide for anyone undertaking scenario planning. The guide defines scenario planning and its potential uses, outlines a step-by-step process, and includes a variety of activity plans for each step in the process.

“Until the Vulcan Mind Meld…Building Shared Mental Models,” by Charlotte Roberts, Leverage Points, July. The author discusses how to build shared mental models while taking advantage of the diversity of thinking in a group.

Updated November 7, 2011