Wait, Broccoli Is A System? A Primer on System-Thinking

(Prefer to watch rather than read?  Click here, 5 mins with captions.)

“System-thinking”.  It’s been around for decades and gets increasingly more popular as complexity ratchets up.  But what does it mean?

Broccoli

I recently had 24 hours off life (I have three  kids) and took the chance to read “In Defense of Food” by Michael Pollan, great writer from the New York Times.  One piece stood out to me as a great way to explain systems thinking.

Pollan talks about “nutritionism”, the idea that we can work out what’s good in food by breaking it down to its component parts.  Take broccoli – we generally consider that to be healthy, and you might know about anti-oxidants, those things that fight baddies inside us.

Here’s what’s interesting – when certain anti-oxidants are isolated, removed from the food and administered, they don’t always have the same healthy effect as when they are consumed as part of eating the vegetable.  This means there’s something going on in the way the whole thing works together to create the healthy effect…broccoli is more than just a delivery system for anti-oxidants. 

In other words…broccoli is a system!

You are not failing! Understanding organisational growing pains

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I often help growing organisations that have been successful, yet are starting to feel like they are overwhelmed as well as grinding to a halt.  This often comes with a feeling of failure in the CEO and perhaps the Exec team, with good old imposter syndrome usually raising its head.

The good news is…. the situation is not a failure at all.  It’s completely normal. 

And to explain this as well as to know what to do, I often lean on the brilliant work of Dr. Ichak Adizes, in particular his Business Lifecycle.

Culture Change – The Simple Lesson from Ted Lasso

This is definitely one that’s better to watch on video.  Click here, 5 mins, with captions.

Have you seen the show Ted Lasso?  You should.  Warms the coldest heart, and it’s funny.  And…we can find lessons in there about how we can make our own workplaces better.

Are you having the Real Conversation – nothing changes without it

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You’re in a work conversation, and you’re just not getting through.  And it matters.  It needs to get through. 

So you regroup and go again.  Because you’re not someone who gives up easily.  And you get the same result, they either

• Agree, but you know they’re not going to do anything about it
• Explain in detail the situation which makes it so it’s not really a problem
• Suggest that it definitely be brought up at the future ‘strategy day’

And the numerous other approaches, none of which give you any movement forward.  You’re frustrated.  Maybe doubting yourself.

Genuine Buy-In – the power of CAPI

Prefer to watch on video rather than read?  Click here, it’s 4 mins, with captions.

My work with organisations often involves getting groups together so they can see their work situation, make decisions on what needs to change and put these into action.    Which means at some point in the preparation, we are going to be asking “right, so who do we need to have in the room”?

That’s where I lean one of the brilliant concepts of Dr. Ichak Adizes, called CAPI.

The Disgruntled Masses – How to Change the Unchangeable

Prefer to watch than read?  You can click here to watch me go through this on video. 

The disgruntled masses – the groups in your organisation that are locked into staying the same, staying disappointed, and no lever is long enough to jemmy them free.  This article is about what’s going on and the strategy to get things moving.

Barry Oshry’s Organic Systems Framework

The Organic Systems Framework of Barry Oshry helps us see what’s going on.  He shows how we can see organisations as social systems, and through running week-long live-in simulations with groups for over 40 years, has seen the same consistent patterns emerge again and again. 

Parent or Partner? The deep reason behind getting KPIs to work

Prefer to watch on video?  Click here – 5 minutes, with captions.

‘We need to get KPIs sorted’ is a common refrain, which carries with it the assumption that it is the lack of these things that is constraining performance.

Unfortunately or fortunately…there’s deeper stuff going on that we need to be aware of if we want this sort of thing to work.  And if we’re not aware of it, sorting the KPIs will actually make things worse!

You’d know from your own experience that when the next initiative is introduced, including KPIs, the sensible response is to smile politely until it blows over, then get back to work.  This is a deep issue of ownership, and to understand it, we need to go deeper into working relationships.  And for this, we’ll use the work of Peter Block.

How To Know Which Services To Keep Doing After COVID

(Click here to watch me go through this on video).

(You can catch up on previous videos here)

The COVID experience let us try some new things. We had to adjust the way we serve the people that we serve, and now we’re doing some sort of returning back to a new normal.  In this article we’re going to talk about how you figure out what to keep doing, start doing and stop doing after the COVID situation.

First, there are foundations that we need to have in place.

How to beat the New System Blues

(If you’d prefer to watch this on video rather than read, just click here)

You put it in a new system, you’ve got it through the initial getting it up and running. It’s still not quite causing the joy that you thought it would cause, particularly for the people who are using it. What you and your people have got is a case of the New System Blues.

Here’s what to do about this.

ACKNOWLEDGE IT

The first thing we do is… acknowledge it. This means say out loud that the new system, in many circumstances does not work as well for the people who are using it as the old system did.  Why?  Because it’s true!  If people are experiencing something, then that is their experience!  You can’t win that battle.

The underlying killer of accountability

“We need more accountability around here” Chloe said.

“What do you mean by that?” I asked.

“You know, people caring, people hitting their marks, doing what they said they would.  You know, being accountable” she replied with a slight tone of ‘what is wrong with you’.

“Like you do?” I asked

“Do you think I don’t” was the quick reply.

“No, not that at all, sorry” I immediately answered.  “I meant that question literally, you mean you’d like people to care about the place like you do as the CEO?”

“Well…..yeah.  That would be great!”

“So why don’t they?” I asked.

Chloe laughed – “I thought that’s what you were here to fix”.

I didn’t laugh at all.  I looked straight into her eyes.

“No.  This is what you have caused.  So it’s what you are here to fix”.

The pause was somewhat awkward.

“OK….I get it.” she said.  “So what can I do?”

“The word I use for what you’re looking for is ‘ownership'”.  I said.  “You want people around here to act like it’s their place.  Like it’s their money.  Like owners”.

“Yep, that pretty much it”. Read more…