Managing Workplace Complexity Through Systems Thinking
August 09, 2021 - August 10, 2021
Schedule via Zoom:
9:00 am - 4:00 pm
Early Eagle Rate:
July 26, 2021
The work of leaders involves solving problems. Some problems have identifiable root causes. Some problems seem to be just a tangled mess of interrelated factors and stakeholders - the more you try to "solve" it, the worse it gets. Some problems persist despite various attempts to solve them.
Systems thinking enables leaders and their teams to see the interrelationships among elements of a complex system, the structures that enable complex problems to persist, and the mental models that the players of the system have that get in the way of solving these problems.
A leader who thinks systemically introduces change by changing the relationships among systemic elements and by changing the perceptions, beliefs, assumptions, and actions that stakeholders take on the system.
Who should attend
Managers, Project Team Leaders and Supervisors, Business Owners, Public Sector and Non-Profit Leaders
After attending this workshop, the participants should be able to:
- Recognize the behavior of recurring complex problems and the structure that governs these;
- Analyze problems by becoming conscious of one’s mental models and identifying causal loops and common system problems;
- Develop high leverage sustainable solutions that go beyond addressing singular causes;
- Apply systems thinking tools to real workplace issues;
- Present solutions and insights; and
- Practice the 13 habits of systems thinkers
I. Revealing What’s Below the Surface
A. Systems, Wicked Problems, and Systems Thinking
B. Complicated vs. Complex
C. The Iceberg Model of Systems Thinking
D. Habits of Systems Thinkers
II. Revealing Connections among Elements of Complex Problems
A. Connection Circles: Seeing relationships in your problem story
B. Leverage Points – Factors that move your problem forward
III. Revealing and Changing Structures that Influence a System’s Behavior
A. Causal Loops – When cause is effect and effect is also…a cause?
B. Common Causal Loops
1. Fixes that Fail
2. Shifting the Burden
3. Growth and Underinvestment
4. Success to the Successful
5. Drifting Goals
6. Tragedy of the Commons
IV. Mental Models: Revealing and Changing the Mindsets behind Complex Problems: Yours and Your Stakeholders’
A. The Ladder of Inference: You cannot solve a problem with the same thinking that caused it
B. Dialogue: How to talk about data, feelings, assumptions, and actions around your complex problem
Ms. Czarina B. Teves is an organization, leadership, and personal transformation consultant with almost 30 years’ experience in the private and public sectors. She is a resource person on organizational change, systems thinking, coaching and mentoring at the CCE.
As an executive coach, she has partnered with young leaders, high potentials, and executives at the regional and national levels. She is a Certified Action Learning Coach (CALC) and has coached action learning teams for Energy Development Corp, Accenture, Department of Trade and Industry, Department of Health, and Department of Education, the Zuellig Family Foundation.
She is a Certified Master Facilitator for Team Psychological Safety (TPS) and has used this to develop team practices for executive, leadership, and work teams.
She has led project teams for USAID-Department of Health, for Department of Finance/Australian Aid – Department of Education, and the Development Academy of the Philippines, among others.