Systems Thinking Skills

🇸🇾🇸🇹🇪🇲🇸 🇹🇭🇮🇳🇰🇮🇳🇬 This was the single biggest learning I took from my years as a #diversity and #inclusion practitioner at Google, thanks to my brilliant former colleague Dr. Myosha M. – who introduced the concept to me. And seeing Harvard Business Review spotlight it this month reminded me just how pivotal it's been in shaping my career. The article makes a clear point: many "innovations" create as many problems as they solve, because they're designed in silos. Plastics made life cheaper and more convenient – and created an ecological nightmare. Ride-sharing expanded access – and gutted livelihoods. Breakthroughs and design thinking alone can't handle wicked problems. That's where systems thinking comes in: zooming out to see interdependencies, ripple effects, and relationships before zooming in to act. And honestly, DEI are the definition of a wicked problem: complex, entwined, yet unresolved despite the best efforts of people with noble interests at heart. Too often, we see linear, surface-level fixes like: ‣ Rolling out #UnconsciousBias training hoping that alone changes culture; ‣ Announcing hiring targets without rethinking criteria nor shifting retention practices; ‣ Celebrating "heritage months" without shifting power or budgets. A systems lens flips that: ‣ Instead of just bias training → embed equity checks and accountability loops into promotion processes, feedback systems, and manager incentives; ‣ Instead of hiring targets → redesign career paths so that minoritised employees stay, grow, and lead; ‣ Instead of one-off cultural celebrations → rewire procurement, governance, and leadership pipelines to shift actual resources and decision-making power. The HBR piece – written by Tima Bansal & Julian Birkinshaw – outlines four moves that resonate deeply with DEI work: 1️⃣ Define a desired future state (equity not as a slogan, but as the organisation's actual vision); 2️⃣ Reframe problems so they resonate across stakeholders (it's not "fixing women" but redesigning systems of overwork, pay, and recognition); 3️⃣ Focus on flows and relationships, not just one-off events (think: sponsorship networks, not just mentoring matchmaking); 4️⃣ Nudge the system forward with experiments (pilots that test structural change, then scale). These may sound abstract at first, but they're actually more grounded and effective than the window-dressing that burns out practitioners and disappoints employees while fuelling anti-DEI rhetoric. Because here's the thing: equity work should never be a side project, something delegated to an amateur, or a PR play. It's inherently a system redesign. And once you see it through that lens, the work gets harder — but also genuinely transformative. 💬 Curious: looking at your own org's DEI efforts, which feel most aligned to #SystemsThinking? ⬇️ Link to the article in comments.

2 — Solving Goal & Priority Misalignment with Is/Is Not + Perspective Circle.  SOLVING THINGS with SYSTEMS THINKING (STwST) — a series of mini, real-world applications of DSRP. When a team says, “We’re working hard but not pulling in the same direction,” it’s usually not a motivation problem. And it’s rarely a communication problem. It’s a distinction + perspective problem. Different people are carrying different mental pictures of what the goal is and is not, and different perspectives on what actually counts as a priority. So even when everyone uses the same words, they’re not aiming at the same thing. They might be reading the same page but interpreting it differently. Two simple thinking moves fix this. The first is an Is / Is Not list. Take the goal and the priorities and make them explicit: what this goal is, what it is not; what matters now, and what does not. This forces clarity where assumptions usually hide. The second is a Perspective Circle. You don’t need everyone to think the same way—but you do need everyone looking at the same picture. Different roles, levels, and functions can keep their own viewpoints, as long as they’re all anchored to the same shared view. Then keep that shared model on the table. Revisit it at the start of meetings. Use it when tradeoffs show up. Let people argue with it, stress-test it, and refine it. Don’t laminate it. Put it to work. Alignment doesn’t come from hearing the right words once. It comes from people rebuilding their own internal picture until it matches the shared one. When that happens, language cleans up, decisions get faster, resources line up, and the friction fades—because action always follows the mental model. If you listen carefully, misalignment announces itself in sentences that shouldn’t exist if the goal were truly shared. Those sentences are the signal. #STwST #SystemsThinking #CabreraLabPodcast #SystemsThinkingStandardsInstitute

Nature doesn't operate in silos, so why do our solutions? Earlier this year, the IPBES released their Nexus Report looking at the interconnectedness of environmental, social, and economic crises. For decades, we've tried to simplify complex challenges by separating them into neat categories - biodiversity separate from climate, water management distinct from food systems, economic models divorced from social outcomes. We created separate departments, separate policies, separate accounting methods, and separate KPIs. But this artificial separation hasn't made things simpler - it's made them more complex and less effective. 👉 A close look at this wheel reveals how restoration of coastal systems simultaneously addresses biodiversity, carbon sequestration, and disaster risk reduction. Notice how circular bioeconomy solutions touch on consumption, resource use, and waste management simultaneously. See how water governance connects to social equity, infrastructure planning, and ecosystem health. These connections aren't exceptions - they're the rule. When our accounting methods, reporting frameworks, and governance accountabilities fail to capture these interconnections, they're not just incomplete - they're inaccurate. Some might even say dishonest… especially when we know we are externalising the cost of doing business. The good news? We're seeing a shift. Integrated reporting frameworks, systems thinking approaches, and holistic governance models are gaining traction. Organisations that understand these connections are finding more innovative and effective solutions. 💭 The challenge ahead isn't just technical - it's conceptual. Can we unlearn our tendency to compartmentalise and embrace the beautiful complexity of interconnected systems? Read the report summary here: https://lnkd.in/e8vY72E2

𝐑𝐞𝐚𝐥 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐛𝐞𝐠𝐢𝐧𝐬 𝐭𝐡𝐞 𝐦𝐨𝐦𝐞𝐧𝐭 𝐲𝐨𝐮 𝐬𝐭𝐨𝐩 𝐭𝐫𝐲𝐢𝐧𝐠 𝐭𝐨 𝐫𝐮𝐧 𝐞𝐯𝐞𝐫𝐲𝐭𝐡𝐢𝐧𝐠 𝐲𝐨𝐮𝐫𝐬𝐞𝐥𝐟. I reached this realisation after years spent doing the opposite. I believed involvement meant progress, until I understood that growth requires a completely different approach. My role at JTCPL Designs has shifted because the firm has shifted, and this evolution has changed the way I work, lead and think. Here is how that transition unfolded. 1.⁠ ⁠Moving from micro to macro Stepping away from the details took practice. I had to train my mind to operate at a higher altitude and focus on direction, vision and the larger arc of our work rather than tasks and speed. 2.⁠ ⁠Releasing repetitive work I reviewed my routine and saw how much of my time went into activities that did not need me. When I released those tasks, the organisation moved faster and my thinking opened up in a way that changed my professional Life. 3.⁠ ⁠Working with the 80% cycle 80% of what you do can move to someone else. Once that shift happens, the remaining 20% gradually becomes the next 80%. This cycle keeps you expanding your capacity instead of repeating the same patterns with new labels. 4.⁠ ⁠Coaching leaders to be coaches My responsibility today is to strengthen the people who guide their teams. When leaders learn to coach instead of supervise, the organisation grows through clarity and confidence. It influences every relationship, including how we serve each Client. 5.⁠ ⁠Empowering teams and spotting new leaders Leadership reveals itself when space is created for it. I focus on noticing that potential early, nurturing it and stepping aside so it can develop smoothly. This shift has changed how we operate, how we collaborate and how we create value. Letting go is not loss. It is what allows a firm to grow and allows a leader to grow with it. #leadership #motivation #inspiration #success

If your clean tech startup is a collection of clever widgets, you're already losing. Everyone loves the lone innovator story. One hero, one idea, one world changed forever. But reality drags us back. The real winners are obsessed with integration, not invention. I've watched too many founders burn years tinkering with one cool solution, completely ignoring the mess it lands in, supply chains, regulations, human behaviour, actual business models. You're building a living, breathing ecosystem, not just a fancy gadget. A few hard truths: → Your game-changing battery isn't replacing fossil fuels if it can't survive three continents of logistics hell (trust me I've been there 😅). → Your AI-powered energy dashboard is pointless if it doesn't actually change the way real people use energy. → Your carbon-capture breakthrough will gather dust unless it kicks off downstream value. Systems thinkers ask: 1. What does this invention disrupt, not just technically, but socially, politically, economically? 2. How does it connect? Where does it break? Who panics when it succeeds? 3. What are the second and third order consequences, good and bad? You can't fix the planet with silos. You have to be a systems architect. It's not as exciting as a demo day pitch, but it's the difference between a viral press release and a technology that actually shifts the world. So the next time you're tempted to chase the shiny object, step back. Map the system. Find the fault lines. Solve for the big picture. Who's actually doing this well? Tag them. Or tell me where I've got it wrong.

A few years ago, a CEO I coached said, “Every week feels the same. The same fires, just in different departments.” Like many leaders, he was solving brilliantly but within the same loop. ✅ What he needed was a systems-thinking shift. It often comes down to this: • Leaders who think in steps solve problems repeatedly. • Leaders who think in systems solve them once. Most leadership energy is wasted in firefighting mode, reacting to outcomes instead of addressing the structures that create them. Systems-thinking leadership changes that. It’s preventive leadership. Instead of asking, “What went wrong?” Ask, “What pattern keeps creating this?” When you fix the pattern, the symptom often disappears permanently. That’s why organisations led by systems thinkers see up to a 60% reduction in recurring issues. You can start by: 1. Mapping the flow:  Where does the problem originate? 2. Identifying repetition: What keeps resurfacing? 3. Intervening at structure: What policy, rhythm, or decision loop fuels it? One systemic intervention can prevent dozens of future fires. That’s strategic leverage. Because when leaders build systems that self-correct, teams become self-managing, and leadership finally shifts from firefighting to fire prevention. What’s one recurring issue in your organization that might be a system problem in disguise? #LeadershipDevelopment #SystemsThinking 

One question has transformed more careers than any framework I teach... Ready for it? "What would need to be true for this problem to solve itself?" I learned this from a mentor 25 years ago, and it's changed thousands of my clients' work. Here's why it's so powerful: Instead of asking "How do I fix this?" (which keeps you in problem-solving mode), this question shifts you into systems thinking. It forces you to think about root causes, not symptoms. It reveals assumptions you didn't know you were making. It often uncovers solutions hiding in plain sight. Real examples from last week: * CEO struggling with team alignment: "What would need to be true for this team to align themselves?" Answer: Clear decision-making authority and clear success metrics. * VP overwhelmed with decisions: "What would need to be true for your team to make these decisions themselves?" Answer: Better decision frameworks and empowered team members. * Startup founder burning out: "What would need to be true for this business to run without you working 80 hours?" Answer: Systems that scale and team leaders who own more outcomes. The magic happens when you really sit with the question. Don't rush to answer it. Let your brain work on it. Most breakthrough insights come after the obvious answers, when you dig deeper into what would REALLY need to be true. Try it right now: Think of your biggest leadership challenge. Ask: "What would need to be true for this problem to solve itself?" Sit with it. Let the answers emerge. Then share what you discovered in the comments. I'm genuinely curious what insights this question unlocks for you. Sometimes the most powerful tools are the simplest ones. If you get stuck or this question reveals something significant about your leadership challenge, let's explore it together. The breakthrough you need might just be one question away. #Leadership #ProblemSolving #SystemsThinking #Breakthrough #HighPerformanceLeadership

A company doesn’t stall because people are incompetent. It stalls because work is trapped inside individuals. If progress slows down when one person is unavailable, you don’t have a capacity problem. You have a system problem. Here’s the uncomfortable truth: - High performers often become bottlenecks. Not because they want control. But because they’ve never externalised their judgment. Real scale begins when you move from: Personal execution → to institutional logic. A few hard disciplines that change everything: Document judgment, not just steps. If you make the same decision twice, it needs criteria — not memory. Design decision frameworks. Teams don’t need permission for every move. They need clarity on: • What “good” looks like • Boundaries • Trade-offs • Non-negotiables Identify friction points. Where does progress stop when a senior leader is out? That is your next system to build. Convert recurring work into structure. - Templates. - Checklists. - Operating rhythms. - Review cadences. Consistency reduces chaos. Architecture reduces escalation. Train for outcomes, not micro-steps. Teach intent. Let execution evolve. The goal is not to remove leadership. It is to move leadership upward. From operator → to architect. Systems don’t dilute impact. They compound it. And at scale, compounding beats effort — every time. #OrganizationalDesign #LeadershipEvolution #SystemsThinking #ExecutionExcellence #ScalingUp

Systems Thinking (& Strategic Thinking) Toolkit 7 Approaches to Consider (among many others) Have you ever solved a problem—only to have it resurface later in a slightly different form? If this sounds familiar, you might be dealing with symptoms rather than root causes. The solution? Combine Systems Thinking with Strategic Foresight. Here's how to use these powerful approaches together to drive sustainable business success: 1. Zooming In and Out Great strategic thinkers master the art of perspective. Zooming in helps you address immediate details and urgent tasks, but zooming out allows you to see the larger system at play, ensuring your short-term actions align with long-term goals. 2. Consider Different Perspectives Every stakeholder sees the business differently. By intentionally shifting perspectives—from customers to employees, from suppliers to competitors—you’ll uncover blind spots and identify innovative solutions. Effective strategy demands seeing your organization through multiple lenses. 3. Look for Patterns Systems thinkers excel at pattern recognition. Patterns reveal deep-seated systemic issues rather than isolated events. Identifying patterns gives you insight into underlying forces that repeatedly impact your business, enabling proactive solutions instead of reactive fixes. 4. Use Foresight, Not Forecasting Forecasting assumes a linear future—predictable and consistent. But the world today demands adaptability. Foresight equips leaders with the capability to envision multiple possible futures, preparing businesses for various scenarios and increasing resilience in the face of uncertainty. 5. Move Forward with Small, Iterative Actions Grand plans are attractive but often fail when the unexpected happens. Adopting iterative, agile actions lets you test solutions, learn, adjust quickly, and evolve your strategy based on real-time feedback and emerging trends. 6. Causal Loop Diagrams (CLDs) Use visual diagrams to map how different parts of your system interact, highlighting feedback loops and root causes. This clarity allows you to strategically identify where small shifts can lead to large, sustainable impacts. 7. Backcasting Define your ideal future clearly (your North Star), then systematically work backward to determine necessary actions. Backcasting ensures every decision you make today aligns with—and brings you closer to—your desired future outcomes. Bringing it All Together By combining systems thinking with strategic foresight, businesses gain clarity, agility, and resilience. Instead of repeatedly tackling symptoms, leaders address root causes, anticipate shifts, and adapt proactively. What’s one recurring challenge in your business—and how might a systems and foresight perspective transform your approach? #systemsthinking #strategicthinking #leadingwithstrategy #strategy

FSG's Systems Thinking Toolkit is one of the most practical, thoughtful resources I’ve seen for turning systems thinking into actionable practice. It helps answer key questions like: 👉 What kind of mapping will surface patterns in our system? 👉 How can we bring multiple perspectives into view, equitably? 👉 What activities build shared understanding and momentum? "We tend to focus on snapshots of isolated parts of the system. And wonder why our deepest problems never get solved.” The toolkit introduces tools like: 👉 Actor mapping: Visualise who’s involved and how they relate. 👉 Ecocycle mapping: Spot renewal, stagnation, and energy flows. 👉 Appreciative inquiry: Learn from what’s working and amplify it. 👉 World café & timeline mapping: Create spaces for deep dialogue and shared narrative. One standout feature is the “System Tools Matrix” which makes it easy to choose tools based on your purpose, whether you’re understanding context, diagnosing connections, or refining a strategy. "The first step in selecting an appropriate tool is to consider where you are in the systems thinking cycle" https://lnkd.in/e2XDJd4J