Ah, Systems Thinking – the beacon of problem-solving wisdom.
With a quote like “Every system is perfectly designed to get the result that it does” from the venerable W. Edwards Deming, one would think that wielding this knowledge makes us masters of the universe.
But, let me confess, after years of preaching the intricacies of Systems Thinking, I’ve come to realize that maybe – just maybe – I’m not as smart as I thought.
In today’s issue, let’s look at 3 common mistakes of the arrogant and overly confident Systems Thinker (and how to avoid them).
Misapplied to the wrong type of system
Over the years, I’ve read many of the original Systems Thinking masters.
Their insights are profound.
For example, Deming’s statement resonates with a certain elegance – but only when applied to a closed system.
In this case, “closed system” refers to an organization or a process that is a self-contained entity with clear boundaries, where interactions primarily occur within the system itself.
Imagine a corporate hierarchy or manufacturing assembly line where we can find a deterministic relationship between inputs and outputs.
However, when it comes to the messy, unpredictable world of complex problems like poverty and homelessness, I’ve often found myself lost in the chaos.
It’s perhaps obvious to say, but not everything is a neatly designed machine.
Most problems and the structures erected around them are themselves open systems, meaning they interact with and are influenced by their external environment.
They evolve over time and aren’t “designed” by anyone.
The delusion of control
And it’s not just that things are more complex than what you read in Systems Thinking books.
The theories themselves have often led me astray, convincing me that I can engineer the perfect system from the top-down.
(I fully admit that this was a result of my own wishful thinking and hubris, and not necessarily the theories or authors themselves).
The illusion of control is tempting, and I’ve fallen prey to the notion that a flawlessly designed system can predict and prevent all possible issues.
Spoiler alert: it can’t.
In reality, problems like crime and global warming are messy, and focusing on specific, adaptive improvements is more effective than chasing the mirage of a perfectly engineered system.
You don’t determine results
You can – and I have – blamed “the system” for poor outcomes.
It’s a tempting scapegoat when things go awry.
However, the truth is that results in complex problems refuse to adhere to the tidy cause-and-effect relationships of naive Systems Thinking.
And while Systems Thinking provides a lens to understand and navigate these complexities, it doesn’t grant a godlike ability to dictate results.
In problems with intricate interconnections and unpredictable variables, acknowledging that you don’t control outcomes with absolute precision can be difficult and humbling.
External forces, ever-changing environmental conditions, the tapestry of stakeholder beliefs and values, and the unavoidable human factor—all contribute to the kaleidoscope of outcomes over time.
But embracing the uncertainty of outcomes doesn’t mean surrendering to chaos.
Instead, it encourages a shift in focus towards adaptability, resilience, and a readiness to pivot when needed.
Embracing the imperfect journey
In my quest to be a Systems Thinking maestro, I’ve stumbled upon a truth – talking about it all the time won’t magically solve everything.
There’s a danger in overindulging in Systems Thinking, and I’ve learned the hard way that it can distract me from the nitty-gritty of real-world issues.
The biggest lesson?
It’s not about confirming all the ways I understand the world, but admitting how little I truly know.
So, here’s to embracing the mysteries of open systems, accepting the limits of problem solving, and most importantly, not taking ourselves too seriously.
See you next week.
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