Systems thinking is a scientific approach that maintains an overview of the whole without zooming in on the individual parts. Thus, we investigate the causes in both the upstream (including strategy, processes, policy and management) and the downstream (including culture, behavior, interaction and leadership). Only 5% of what a person thinks, does or does not do is determined by the conscious mind. The subconscious determines 95% of what thoughts we have and what actions we perform.
The undercurrent is approached from a systemic perspective. In addition to “origin,” three primal forces are present in every system from this perspective. The origin is the reason for origin with the guiding principles. The other primal forces are binding, order and balance. When these are met, they contribute to the vitality and positive perception of work in the organization.
1. Bonding – All employees are entitled to a place in an organizational system. What is important is who they belong to and what they are connected to. If someone is ignored or excluded or if someone does not take their place or (unintentionally/unconsciously) steps into someone else’s place, the system becomes disrupted and will seek a new balance.
2. Order – All employees in the organizational system have a natural position in relation to each other. In an organization or a team, it is about hierarchy, seniority and expertise. If the ordering becomes disrupted, then there is unrest, ambiguity, frustration or fear in the team. We then speak of entanglement.
3. Balance – There must be a balance of give and take in the organizational system. This comes from the systemic need for equality. Giving and taking is not only about salary or work hours but also about attention, care, support, influence, showing gratitude and friendship.
Organizations are more than a collection of individuals: they are networks of people who influence each other and depend on each other. The systemic approach pays attention to the quality of those relationships.
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