SYSTEMS THEORY IN PRACTICE
WHY A SYSTEM-THEORETICAL APPROACH CAN BE A VALUABLE ADVANTAGE ESPECIALLY IN DYNAMIC TIMES
Questions like these make the implicitly existing patterns explicit and thus manageable. By being aware of the glasses through which you look, you can also see what you cannot see. In turn, knowing what you can’t see gives you the possibility to adjust your patterns and reduce your blind spots.
Let us consider a soccer game (non-trivial system). 22 individuals on a pitch, who, although superficially pursuing the same goal, have to make decisions again and again based on the situation. Should I now use the gap in the defense or is my teammate at a better angle to the goal? Do I play to the right or to the left of my opponent? The most renowned soccer expert would not be able to predict which decisions the players will make in each of these situations, who will score a goal and when, and how the game will ultimately end.
Organizations can be compared more to soccer games than to machines. Although every employee fulfills a certain function, as is the case with a screw in a machine, complex processes take place in people’s minds (psyches) – from the interpretation of situations and tasks, to the attribution of meaning to perceived situations, to the motive of wanting to realize personal goals. These complex processes and social dynamics make it difficult or even impossible to predict actions and their consequences. Therefore, do not underestimate the complexity of organizational phenomena and the importance of social dynamics. Be skeptical when well-intentioned advisors suggest trivializing solutions and measures to achieve goals in order to bring about necessary organizational changes.
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THE TRIAD BETWEEN STRATEGY,
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As a systemic organizational consultancy, we have special expertise in dealing with interdependencies within a company. With us you have all services under one roof and experts at your side.
Our consulting services are based on the findings of systemic organizational theory. Following this understanding, we do not primarily see the people in an organization as the key levers for observations and interventions, but rather the established observation and evaluation patterns and the characteristic communication routines.