Adaptive Change: A case for systems thinking.

When discussions have a moment of moving beyond the bureaucratic or administrative procedures or the organisations we all work for, I find myself often returning to the subject of my studies - system theory.

People have asked me recently if the complexity that systems theory suggests, covers something that simply does not exist, or is not helpful. Often, as that article does, the argument against systems theory is postulated against General Systems Theory (or GST). We see this in the quote below:

"Thinking in terms of systems gives us the idea that we can understand a cause and effect relationship between organisational inputs and outputs, thereby managing the anxiety that arises from life’s inherent unpredictability"

The common argument against GST is that it is overly simplistic - one that is focused on mere 'inputs and outputs'. When you apply GST to simplistic systems, such as an engine, or basic computer, then prediction based on inputs, processing and outputs, works fine. But when you crank up the notch of complexity to include humans (who tend to do unexpected things, for illogical reasons, and at the same time develop innovative solutions to problems deemed unsolvable to some)... in those circumstances, systems theory still helps. Here is why.

Systems, for me, are just parts and relationships between parts within a given environment. Simple sets of rules emerge into complex shapes and phenomena when you extend to free will and innovation from people. But what remains true is that systems are about connectivity and change. They are not static processes working towards equilibrium, as suggested by GST. They are constantly growing, shrinking, responding, and generally adapting to their environment.

The ability of a system, or ecosystem (system of systems) to respond to its environment is called the adaptive capacity - there is a good academic article on it here that focuses on food resource. The ability of an organisation to change in response to its environment is also key for an organisation's survival. In fact, when others have talked about disruption elsewhere, what I am reminded is that a failure to respond to environmental change, can be greatly disruptive. Further, that those organisations that have managed to respond, to pivot, and to adapt, can often make good use of new resources.

We can see it laid out in the image above... sorry it took me so long to get here. Understanding an organisation as a system that needs to respond to its environment, change, adapt and grow is a key element to how I understand change. Helping an organisation adapt is far more important that helping to it to change in a particular and specific way. And looking at your organisation and trying to understand how the structures and processes might impact this, can be challenging. But also very beneficial.

Let’s take just the first one on the list - hierarchy. Now in all social structures hierarchy of some form or another exists and for good reason. These structures can facilitate action, support the delivery of strategy, and enable strong leaders to drive an organisation forward. But they also stifle change, reduce horizontal communication, limit innovation, and force people into pigeon holes of roles that may, or may not, be useful. In the past hierarchical structures have developed to maintain structure - rigidity - in response to their environment. It does so for the same reason that adaptive capacity is important: it is a way of dealing with the environment. But where adaptability responds and helps a system to change, hierarchies stop a system changing too much, too quickly.

There are quite a few attempts at flat structures out there, and whilst some work, others have proved deeply flawed. Not least because of the human condition to love a leader, want to follow, and yet also to grasp power where and when possible. This is not me advocating the dissolving of all hierarchical structures everywhere - but it is important to question where they might be helping, and where they might be holding your organisation back from responding to its environment.

Now take a look at the other 11 'Enemies of Adaptability' - are these things helping your organisation to change? Or do they offer opportunities to develop programmes that drive adaptability, without dictating direction.