Introduction

Organisations operate within environments of inherent contradiction and paradox, creating challenges for us as leaders and managers. If we have a long enough career, we may be part of an organisation that wins industry awards but is then embroiled in an ethical scandal.  We will work alongside individuals who are self-interested as well as those who dedicate themselves to the common good. The duality of organisations, reflecting both light and shade. is precisely what makes them so fascinating.

Too often, systems are seen as having a single, fixed purpose, reflecting the Mission Statement we include in our Annual Report. However, systems serve a variety of purposes, some of which may align with, diverge from, or even contradict our publicly stated goals. As leaders, we strive to achieve objectives grounded in strong and ethical intentions. Yet our organisations and institutions can both enable or obstruct our efforts. They assign us outcomes and KPIs but often introduce barriers at every step. They champion customer focus while creating interfaces that frustrate and alienate those who engage with them. They demand innovation yet reward compliance. Why is that?

Organisations as Social and Economic Systems

As managers and leaders, understanding our organisations as social and economic systems is invaluable. It enables us to interpret what we observe, not just for ourselves but also for those we lead. The goal of Systems Thinking for Leaders is to equip you with the tools and insights needed to navigate and influence these systems. 

I express the goal for this book as simply as possible, before we launch into some ideas about ‘interpreting’ and ‘influencing’ that can be abstract.  We also need to be on solid ground before we recognise that the field of systems thinking brings hotly contested perspectives on the purposes and processes of each. This is what Donella Meadows (2008) calls ‘fractious schools of systems thought.’ Systems theorists are human as well, which can mean they have tendencies toward tribalism.

In this book, we will primarily engage with two major tribes of systems thought: Critical Systems Thinking (CST), closely associated with Michael Jackson’s work (2024), and Systems Dynamics, rooted in the research of MIT scholars such as John Sterman (2000), with a focus here on the contributions of Donella Meadows and her seminal Thinking in Systems (2008). Throughout the text, you will find references to key concepts from these works.

The Systemcraft (Joyner, 2024) framework serves as the scaffold for Systems Thinking for Leaders. It offers a practical portal into this rich vein of systems thought balancing accessibility with substance. Simplifying systems thinking risks diluting its depth yet bridging scholarly insights with practical application is important if systems thinking is to realise its potential as a vital aid to leaders and managers.

Structure of the Book 

Module One: Systems Thinking Foundations

We explore definitions of systems thinking and characteristics of the systems thinker. This module introduces the two primary schools of systems thinking, Critical Systems Thinking and Systems Dynamics, highlighting their utility for understanding organisations and institutions. Additionally, we outline the Systemcraft framework as our practical guide to sensemaking and action, bridging theory and practice.

Module Two: Systems Inquiry

This module navigates the Systemcraft scaffold questions:

1. What is?
2. Why so?
3. No, really, why so?
4. Who says?
5. How to frame the focusing question?

We introduce models, tools, and perspectives that encourage meaningful pause before action. Whether rolling out billion-dollar global initiatives or introducing a performance management system into a small business, it’s important to look before you leap.

Module Three: Systems Intervention

This module guides you through questions to engage in thoughtful change:

1. Where are we in this?
2. What’s possible?
3. Where to intervene?
4. And then what?
5. How will we course-correct?

Each question prompts reflection on intentions, roles within the system, and strategies for effective intervention.

Module Four: Systems Leadership

The final module delves into current thinking on systems leadership, examining the habits of mind, hand, and heart that collectively can foster resilient and purposeful systems.

Throughout the book, you will find navigation aids to additional systems thinking texts, particularly Jackson (2019; 2024) and Meadows (1999, 2008).  The book also references a variety of tools, emphasising that systems thinking is neither a prescriptive field nor a unified discipline but rather a flexible set of tools and a way of thinking.

Purpose of the Book

In summary, the aim of Systems Thinking for Leaders is to make the rich insights of systems thinking accessible to students, clients, and organisations. By doing so, we can collectively build more systems-aware organisations and institutions, better equipped to navigate complexity and drive meaningful change.

References

1. Jackson, M. C., & John Wiley & Sons, publisher. (2024). Critical systems thinking: a practitioner’s guide. Wiley
2. Meadows, & Wright, D. (2008). Thinking in systems: A primer. Chelsea Green Pub.
3. Sterman, J. D. (2000). Business dynamics: Systems thinking and modeling for a complex world. McGraw-Hill.