Ever tried a Whack-a-mole game at a fair? Don't you think that's often what tackling complex problems feels like?? You manoeuvre through one issue, only to find another popping up unexpectedly. Whack-a-mole is not a complex game, but the result is the same in the real world. When we find ourselves in a real-life game of whack-a-mole it feels like there are never-ending connections and complexities causing new moles to pop up, and that’s because there are. The modern world is infinitely complex, making it nearly impossible to isolate problems or treat them as standalone issues. Systems thinking is the anti-dote.
When we learn to apply systems thinking, we recognize that there are no standalone issues, and that allows us to move away from a 2 dimensional perspective of issues and quick-fix solutions towards truly understanding the fabric of multifaceted problems. By understanding the underlying systemic dynamics, we have the insight on which to build strategies that aren't just reactive but proactive and robust.
If this sounds compelling, and almost too good to be true, do read on. Systems thinking has the power to turn your perspective on its head, as one of the participants on my programme remarked -
"Yesterday [complexity and systems thinking module] was a bit of a mind-blowing moment. I thought about things that I've never really thought about before, and I started to see things in a different light compared to how I would have thought before."
Unpacking Systems Thinking
Systems thinking teaches us to think in levels. At the top level, we have events. Just beneath, we have patterns—trends that emerge over time. Deeper still, we encounter systemic structures, the very root causes that govern patterns and events. At its core, systems thinking is about grasping how different elements connect and influence each other within a larger whole. Picture an iceberg. What's visible above water is just a tiny part—most of it lies beneath, unseen and often unnoticed. This metaphor perfectly encapsulates the realities of systems: they aren’t immediately apparent, so we need to go below the surface to uncover them. In doing so, we find root causes and hidden connections. When instead we look at events in isolation, we become reactive—fighting fires rather than preventing them. Or you might also call this playing Whack-a-mole.
Another important aspect of systems thinking is identifying leverage points—small changes that make a big difference. Think of a lever: a minor force applied at just the right spot can move a heavy load. In organisations, these leverage points often lie in unexpected places, like improving internal communication, investing in employee training, or simplifying product design.
Take, for example, a company experiencing declining sales. A surface-level analysis might point to ineffective marketing. But when you dig deeper, you might find that customer dissatisfaction, supply chain issues, or even internal morale play significant roles. Systems thinking helps you uncover these hidden layers, providing a richer, more accurate understanding of the problem and how to fix it.
The Dynamic Nature of Systems
Here's where it gets a bit tricky: systems aren't static; they are dynamic. They change, adapt, and evolve over time. We also have to factor in the effect of the changes we make to our systems. Hasty interventions without considering system dynamics can lead to more harm than good.
This dynamic nature underscores the necessity of continuous learning and adaptation. It's not a one-time fix but an ongoing process of understanding and managing interrelationships and patterns within the system. If we don’t, today's solution can become tomorrow's problem if not thought through properly.
But systems thinking alone is not enough
Systems thinking isn't just about better problem-solving; it's also about strategic thinking. It encourages a holistic, big-picture view while zooming in on specific elements when necessary. It's about seeing the forest and the trees, understanding interdependencies, and making informed decisions based on a comprehensive analysis. It’s about seeing and understanding more of the complexity that is there whether we like it or not.
However, a warning. Systems thinking can also be too much. It is a tool that can be used for analytical or strategic purposes, and it is critical to know the difference. It's also not a simple thing to learn. I reserve it for my full programme because that allows me the time to walk people through and help them to extract the useful parts and leave the rest. Otherwise, it's a rabbit hole you can very easily get lost down.
Given the intricacies of applying this skill, systems thinking is an ongoing practice, not a one-time exercise. Developing this skill set allows us to become more agile and effective strategists. By using systems thinking, you can make a shift from feeling like you are playing whack-a-mole to gaining a clearer view of the interconnected structures within your organisation, enabling you to make smarter, more impactful decisions.
If you want to make a start, next time you face a complex problem, take a step back. Look beyond obvious, surface level events and dig deeper to understand the underlying patterns and systems. You may just find that you can then strategise from a place of deeper understanding.
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