A System is a whole, which consists of interdependent and interacting parts with a single purpose. A system is greater than the sum of its parts. Hence, when a system is taken apart it loses its essential property and so do the parts, like a family, a car, or the human body. Why?

Think about the difference between a family and four strangers; or a car and all its parts present but disassembled; the human body and all its organs separated! The difference is that a system is not the sum of its parts - it is the product of their interactions.

This implies that, the performance of the system depends on how well the parts fit together, not how well they perform individually. Thus, the best parts do not necessarily make the best whole; they have to fit together (for example the best players or smartest people brought together to form a team). Think about the implications of these statements for teams, organizations, societies, nations and mankind.

Systems Thinking is a way of thinking about life, work, and the world based on the importance of relationships (interconnections). Systems Thinking also provides a language and a scientific technology for understanding and dealing with complexity and change.

Systems Thinking has three aspects. These aspects can be used individually or in combination. They are:

1. A way of thinking (paradigm) about the world and relationships. The Systems Thinking Paradigm consists of a set of principles and theories.
2. A language for understanding change, uncertainty and complexity. The Systems Thinking language uses diagrams to explain non-linear cause and effect relationships.
3. A technology for modeling complex situations underlying business, economics, scientific, and social systems. Systems Thinking modeling tools can be used to create powerful simulation models of organizational situations such as strategy development, process design and re-engineering, and team and organizational learning.

 

Do you (or does your organization).....

	Find dealing with complex situations increasingly difficult?
	Wish to foresee the unintended consequences of your actions and decisions?
	Have endemic staff morale, motivation and productivity problems?
	Ignore or postpone fundamental solutions to chronic problems?
	Consistently misjudge symptoms for the cause?
	Feel trapped in quick fix and firefighting behavior?
	Wish to resolve the dilemma of short-term vs. long-term?
	Believe internal politics stifle innovation and progress?
	Wish to implement change without adverse side effects?
	Lack balance in personal, family and work life?
	Ignore 'soft' indicators (fear, frustration, morale, burnout, resistance, etc.)?
	Desire to become a Learning Organization?

If you do, then you need Systems Thinking.