How do you communicate and facilitate change using systems thinking?

To implement effective change in a system, the entire organization's goal must be communicated and well structured. Understanding the system well enough will inform the decision on which tool to adopt. Using systems archetypes can help to view and analyze different work flow patterns, feedback loops and relationship between different relevant elements.

In my experience this is the very thing that must be done at gate zero to ensure that the parties involved in the system, and the change of the system are on one accord. One cannot interrupt, disrupt, or dismantle anything organizationally, unless there is a common understanding of the system, the problem is with in the system, and outside of the system, and a need or desire to make a change. This has work in for profit and Nonprofit industries across the 150 organizations I touched. When you see the patterns, interdependencies, and delays, then each member impacted by the system, and within the system can make an intentional change in behavior to yield a desired impact.

Along with using Tools, forming a strong Core Team, and continuing to expand the Circle of Influence is most important. Keep expanding the same till you feel the change is actually going to take place. Identifying who all shall be Leading the Change is equally important. Competition is an energy flow and cannot be mitigated with mind or heart, so choose the.Change Leaders right- they need to be in sync. Communication on Progress / Current state is exceptionally critical wuth the affected parties. Take their feedback is critical and maje appropriate tweaks- fast. Confidence, Comfort & Iterative Communication supported by flexibility is critical & wherever possible measure with data & insights to make it full-proof.

Implementing and facilitating change can be a challenge when the entire organization is not united to achieve the desired outcome. It is extremely important to implement the proper communication methods to deliver the new change initiative, but it is even more important for leadership to follow-up with obtaining feedback to ensure they are on track to meet their desired outcomes. Simply sending out a memo for example will not suffice as many individuals could interpret the email differently thus, different outcomes could potentially happen. A great organization will meet with their employees (entry-level to C-Suite employees) to ensure everyone understands the change initiative and understands the importance of this change initiative.

Center the entire workforce (rather than just Executives) as the agents of change. Create personal insights for all rather than a top-down approach of "telling" what is going to happen and why. Facilitate small group sessions where everyone learns about the whole and discovers what's working, what's not, and what the future holds. Highly recommend Jay Galbraith's Star Model? as a framework for systems thinking and organization design. System Thinking + Design Thinking = Successful change

It’s also important to remember that not all stakeholders are senior leaders. Everyone from the front desk receptionist, to ICs and middle managers are crucial stakeholders that must be part of the change conversation in order for the change to have the best chance at succeeding. Do not assume that people at the lower and middle tiers of your organization “don’t understand the strategy of business.” If your business strategy is that complicated, it’s not a good strategy.

Involving stakeholders in change initiatives is crucial for success! ?? Systems thinking allows us to engage stakeholders collaboratively, ensuring their perspectives and values are heard. This approach not only builds trust but also aligns everyone towards a common goal. ?? For example, at Holiday Inn Club Vacations, we’ve seen how involving team members in decision-making processes leads to greater commitment and innovative solutions. ?? Remember, when stakeholders see the impact of their actions, they’re more likely to support and drive change! ??

Change can more easily be accepted by stakeholders if they understand and own transitions that need to occur in their day-to-day world. There is a sense of control, and thus adoption and commitment, when stakeholders can move beyond the change vision - when they are enabled to take action, getting their "hands dirty" in how their jobs and responsibilities will be changing. It can be easier to identify with the need for change when stakeholders move from listening to doing.

"Hear them out" - Your employees are far more connected than you think; when you give them the opportunity to speak up – hear them out! They bring a different level of experience and perspective that live outside your peripheral vision.

The success of change initiatives is greatly enhanced when the individuals impacted by the change are actively involved. Systems thinking provides a powerful tool to engage stakeholders in a collaborative and respectful manner. By inviting their input, perspectives, assumptions, and values about the system, you can create an environment where everyone feels heard and valued. Furthermore, systems thinking enables stakeholders to recognize how their actions and decisions influence the system, and vice versa. By fostering a shared understanding of the system, trust, alignment, and commitment can be nurtured among all stakeholders involved.

An example of this within the nonprofit sector involves creating a collaborative with more than 60 partners engage in transforming the lives of those impacted by homelessness. When community looks at the total system, we combined the data collected from the government, education, public and private sectors, and the lived experiences of those in the system, and or community to a plan that works. It must be committed to and supported by all. No exceptions.

Imagine, instead of a one-size-fits-all communications approach, you had the information you needed to communicate precise and individualized messages directly to the teams that need them at the exact moment of need. When you use the inputs and outputs strategy I described in the previous section, you quickly learn what teams care about. Once you know, you can communicate to them in their own language, describing precisely how their inputs and/or outputs need to change and why. It's like a communications superpower. Change resistance rises fastest when people feel like they aren't part of the solution - when they feel like change is happening to them instead of with them or because of them. Communicate by talking with them, not at them.

My first general approach is to evaluate the social, emotional, and perspectives of each SME involved. This includes respective to roles, titles, education, social determinants, and emotional cadence of the audience. By taking a diverse perspective, this provides me with the professional, social, and emotional intelligence tools needed to overcome the root cause of the conflict at hand. I lead groups through transparent and authentic communication. My focus is to put emotions on the table, then re-direct emotions into positive actions, so that we may focus on what in fact is "at risk" if we do not focus on the goal at hand. This approach in my profession ignites and focuses synergies into kinship, and ultimately toward completing the goal.

If people do not know the why and how of the change, you will lose them before you even start. Humans have an innate aversion to change. It is uncomfortable and challenging, and people tend to run from it. Thus, leaders need to be able to communicate aptly. Imperative to the need is to clarify for organizational members to understand the reasons for the change and how they correlate to the organization and its mission, vision, and goals. The ability to articulate this to members creates the congruency needed for system thinking and change.

Communicating the vision is like unveiling a masterpiece—captivating, inspiring, and sparking a wildfire of enthusiasm. Think of it as narrating an epic saga, but in a boardroom setting. Here, we're not just conveying change; we're painting a vivid picture of the promised land, the pot of gold at the end of the rainbow. It's about crafting a story so compelling that even the office fern wants in on the action! We blend clarity with charisma, using words that leap off the page and into the hearts of our audience. Vision communication isn't just about fancy PowerPoint slides; it's about igniting a passion that propels people to hop on board the change train, waving their metaphorical flags of excitement. ????

Pilots are also a great way to build internal marketers and create change demand. People naturally have FOMO. Whether it's the new system, it's the first to have [name scenario] reviewed or updated, people typically don't want to feel left out. Let the pilots create that for you to reduce, "They made us do it" sentiments and improve buy in and adaption.

The strongest systems enable continuous learning and adaptation. Too many leaders look for that silver bullet...the one-time investment that till have a lifetime of impact. Those are few and far between. Focus instead on deploying systems that have KNOWN maintenance impacts. This will allow you to predict and control the operations and maintenance. But if someone promises you that silver bullet, it's a moment for reflection and questioning. That's usually a sales pitch in search of a solution.

Experimenting is a great way to learn and adjust. Also less scary for those who hold on to the past. Continuous learning and adjustments for improvements. Always involve the customer - whomever that is. Know what is important to them.

Experimentation and learning are like donning lab coats and safety goggles in the innovation lab. We're not just about change; we're scientists, testing hypotheses and tweaking variables. It's a bit like cooking up a new recipe—sometimes you need a pinch more spice or a dash less salt to perfect the dish. We encourage a culture where trying, failing, and learning are celebrated like achievements. It's about creating a safe space where 'oops' moments are high-fived because they're stepping stones toward excellence. This phase isn't just about embracing change; it's about fostering a culture where change is as natural as your morning coffee ritual. After all, the best discoveries often come from a series of delightful accidents! ?????

Be clear on the desired state! Teamwork requires all team members to work towards a common objective; including team members in this level of sandboxing and experiment for the future of a project, product or service will make employee feels valued and invested; this is where success becomes inevitable. If the objective is clear and the employee has an understanding of ‘Why’ and ‘how’ they contribute to the teams success they are more likely to do the “thing” that results in a win.

Remember to accept your team's opinions/objectives in any project. Recognize that not everyone agrees on everything; imagine if they did… boring! Accepting your employees opinions and suggestions demonstrate you value them and that you care about their contributions and outcome. If this creates a debate, then accept it for what it is and seek understanding, alignment and common ground. This is a blessing in disguise and where the work gets exciting and results start to grow.

This is easier said than done in complex organizations. Clear alignment on simply articulated vision and strategy will help to create buy-in across the organization in a way that can be understood by all. It is important for people to truly understand how their roles fit in to the big picture and contribute to the organization's success. Standardized documentation practices, a culture of individual and team accountability, and openly discussing challenges to keep on course will all contribute to alignment within systems thinking.

Fostering a systems culture involves a holistic approach to communicating and facilitating change that recognizes the interconnectedness of all parts of an organization. I have effectively used visuals to show how parts of the organization affect each other, highlighted recurring patterns and relationships within the system, cultivated an environment where employees feel comfortable sharing their insights and concerns, cultivated a growth mindset with feedback loops, focused on small but impactful changes, stressed the value of cross-function collaboration and teamwork, and led by example.

'If you want to study floods, learn about rains' - this approach is foundational for cultivating system psychodynamic thinking and a systemic culture. Stressing the interconnectedness among different components in a system and a system is not the sum of its parts but the product of their interaction, forming the bedrock for effective change facilitation. If we have a system of improvement directed at improving the 'parts' taken separately, it is sure that the whole (system) will not be improved. Similarly, attempting to instil a 'systems culture' by concentrating on isolated 'parts' of the system is bound to yield limited success.

Picture this: we're not just planting seeds; we're creating an ecosystem where every team member feels like a gardener, tending to the interconnectedness of it all. It's a bit like being the conductor of an orchestra, where every instrument (read: department) plays a crucial role in the symphony of success. We encourage curiosity, we celebrate connections, and we water the roots of collaboration. This isn't just a change; it's a cultural shift—where understanding the big picture isn't just appreciated, it's celebrated. It's about making systems thinking as essential as the morning cup of joe, woven into the fabric of everyday work life. ??????

The organizational change step most often neglected is the critically important transition from finding a successful way to grow the change, to solidifying it so that future experience is devoted to improving its internal and external connections, not just expanding them - what some of us call "growing up" or "maturing" to reach its peak of HEALTHY versatility and profitability.

When working with your team - "Earn their trust". Sounds cliché but it’s true, your employees need to trust that in their time of need you’re there to support. This requires a leader to walk the walk and talk the talk. If you say something, do it. Got busy and didn’t return their call, missed a deliverable? Acknowledge it, address it and reschedule. #behuman

When designing a capacity development plan to address the gaps from an OD diagnosis, the interdependencies of the departments are clearly stated in the OD plan e.g Development and implementation of a reward and recognition policy to strengthen performance management system is the responsibility of the human resources department. However, it will also require dependency of the Finance & Accounts Department for the implementation of activities such as the release of funds for staff awards and payment of prize money to award recipients, etc.

To communicate and facilitate change with systems thinking, map the organizational system, highlighting components, connections, and dynamics. This visual aids in showing how changes affect the whole. Use storytelling to illustrate impacts and outcomes, making complex ideas accessible. Emphasize collective goals over isolated changes, fostering understanding of each part's role in the bigger picture. Encourage open dialogue for collaborative solutions, building ownership and alignment. This approach aligns individual contributions with overarching objectives, smoothing transitions and strengthening change efforts.

Doug Hall, writing about the innovation engineering system in his book "Driving Eureka!" points out that 94% of errors are down to the system, and just 6% are down to individuals. This highlights the importance of systems, and recognizing how each individual has a function in the system and relates to other people in the system. Role playing a systemic activity (e.g. portraying the elements in a stir-fry meal) is an engaging way to demonstrate this inter-dependency.