1. 1 Welcome! Systemic Leadership: The Power of Systems Thinking Presenter: Dr. Carol Ann Sharicz August 10, 2011 2 – 3 p.m. EST

2. About the Presenter… 2 Dr. Carol Ann Sharicz is Senior Faculty and Research Fellow in the Ed.D. Doctoral Program at Northeastern University n Boston. Carol also has her own consulting practice, specializing in systems thinking, leadership, and team development. Her clients span health care, high tech, federal and state governments, education, financial, and consumer product organizations. Prior work experience includes being a senior training instructor for Motorola, Inc. Carol is a frequent presenter at regional, national, and international conferences and has many publications to her credit. Thank you for being here today! Contact Info: csharicz@comcast.net Tel: 617.479.5345csharicz@comcast.net Dr. Carol Ann Zulauf Sharicz Copyright 2011

3. 1. Introduction to Systems Thinking 2. Recognize underlying patterns that give rise to problems 3. See the interconnections in any problem or decision in order to make more effective long- term decisions 3 Agenda:

4. 4 1. Introduction to Systems Thinking

5. Systems Thinking encompasses: Actions and decisions taken to affect one part of the organization will have other, and sometimes unanticipated, consequences in other parts of the same organization Systems thinking helps leaders to think about these consequences All affected stakeholders are encouraged to be involved in the process Being able to see how the “structure” (policies, decisions, culture) of the organization affects the behavior of the employees in an organization  Is there a congruency between our policies and performance, such as, team structure and individual compensation 5

6. Systems Thinking encompasses: Taking a long-term, fundamental view The big picture is seen as a competitive advantage 6

7. Organizational Systems: Key Consideration of all Stakeholders 7 Cultural Existing values, norms, and assumptions about how things should operate Political Existing power structures and networks of stakeholder support and opposition Technical Quality of new ideas and their interaction with the system Reference for this slide: Dr. K. Kerber, 2006

8. So we have a new systems axiom… “What is most systemic is most local. The deepest systems we enact are woven into the fabric of everyday life, down to the most minute detail.” --Senge, et al. Presence, 2004 8

9. 9 “People need to see systems thinking almost as puzzles--they need to understand that the single piece that stands alone isn’t useful, but is vital to the larger picture.” --Erik Ormberg

10. NOT being a Systems Thinker!!!

11. Systems Thinking Model ©Dr. C. Zulauf, 2005 11 Pattern Mental Model/Thinking System “Change the pattern, change the system….” Key Leverage

12. 2. Identifying Patterns 12

13. Underlying Patterns in Organizations 13 The ability and competence to understand and proactively deal with patterns is the first step in working with the complexity in any organization. Project Perspectives, p. 18

14. 14 Application: Identifying the Patterns A pattern is an event that has happened three or more times. In order to manage complexity, we need to think about the patterns that are present. Think about patterns that occur at work. This will help you to understand complexity at your work. It will also be a starting point to select actions to work with.

15. 15 Identifying Patterns What kinds of patterns do you see in your organization?

16. 16 3. A Systems Thinking Team-Based Tool

17. Causal Loop Diagrams: A team-based tool Benefits: ◦A team-based tool; helps everyone on the team see what the variables are in the problem affecting your work ◦Breaks down silo thinking; helps team members to view problem cross-functionally; i.e., involves key stakeholders 17

18. Implementing Systems Thinking for Team Learning Creating the Loops ◦“What is Influencing What”

19. Level of Communications Level of Involvement Level of Motivation Level of Trust Level of Support Start Here As the level of communications is low, it feeds into the level of support, trust, motivation, and subsequent level of involvement all being low. Start Here Communications Loop

20. 20 Applying Systems Thinking to your respective organizations 1.What key questions do you have regarding applying systems thinking in your organization? 2. Other questions???