Running Head: SINGH M Course Analysis Summary 1

Singh M Course Analysis Summary

Michelle Singh

Medaille College

Author Note

This paper was prepared on October 25, 2016 for Systems Thinking MOL-623E-12A taught by

William Weeks.
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In this course I learned about several key concepts of systems thinking. First was

learning about what systems thinking is and how we can look at organizations as systems.

Systems are made of parts and these parts create a whole. In systems thinking we focus more on

the interactions of the parts rather than their individual attributes. The interaction of parts into a

working system is more valuable than having the best parts not working together in harmony. I

learned about how looking at a sport team a great example of teams and systems is. Those

leaders from within the ranks can be a great asset to a team.

I learned about causal loop diagrams and how they can be used to explore the

interworking of parts in a system. Some are reinforcing where an increase or decrease in one

variable leads to change in the same direction of another, and some are balancing loops where

the increase or decrease in one variable will lead to the opposite in another therefore balancing

the system. There can be sub-systems within each system and each of these will have variables

and stories that can be told through causal loop diagrams. There are no right or wrong ways to

look at these diagrams, they are tools for looking at problems and can be viewed from many

perspectives.

I learned about mental models and how they are formed from individual and shared

experiences. Each mental model will hold value in a learning organization and many mental

models should be viewed when addressing change. We also learned about how dialogue and

metanoia are useful in leadership. To be open to feedback, encourage dialogue, and be flexible

in thinking is important for leadership. To be able to allow for shifts in thinking is the basis for

true learning.
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I learned that leadership roles begin with designing the system, then teaching systems

thinking, and then acting as steward for the learning culture. In doing this you act as a true

leader regardless of position in the company and can affect real change within an organization.

I learned about learning disabilities and how they can impact the success and productivity

of people, systems, and organizations. The learning disabilities are present within many teams

and can block learning and leadership. They can breakdown an entire system and create negative

impacts on projects and progress.

I also learned about the different problematic archetypes for causal loop diagrams that

can warn of bigger problems to come. Each archetype has warning signs that can show the

astute leader in a learning organization that something is headed down the wrong path and needs

to be course corrected. These archetypes are often a result of the various learning disabilities and

can be shown as dysfunctional causal loops.

For use in my current job I am putting some of what I learned to use already. I am

particularly fond of the causal loop diagrams. I have been using this to sort out many issues I am

dealing with at work already. They are helping to me to organize my thoughts and identify key

areas that need attention first. I am also using them to help me predict what will happen when

certain variables are changed. To go along with this I am also keeping in mind the learning

disabilities. I am identifying the learning disabilities and trying my best to avoid them or gently

make others aware of their existence.

I have also been drawing relationship maps of all the different systems and sub-systems

within my organization and our clients. This has been helping me to organize my thoughts and

assign relationship managers in different areas, and making sure that these managers are systems
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thinkers enough to know that their point of contact is not the only one and that all of our parts

must work together for the good of the entire organization. As my company is in a time of great

transition and I am being called upon to be a leader amongst the ranks I am trying to bring

forward as much of my learnings as possible. I am finding that I prefer to work with other

systems thinkers and that together we get more accomplished. Not that we think the same but

that we are all interested in learning. Together we are working to design, teach and act as

stewards. Sometimes this means trying to slow things down just enough to sort them out before

charging ahead. We are constantly re-evaluating our decisions and engaging in dialogue to move

forward.

In identifying the archetypes within my company I am finding creative ways to address

issues which is bringing about more progress than my previous attempts. While I am not directly

sharing with the team that we are functioning in an archetype, I am aware and using my

influence to try and break the cycles before it is too late.

As I go forward in my career I can tell that everything I am learning will continue to be

truly valuable. I am being given more responsibilities at work and on a global scale since my

company just acquired a competitor. I am being asked to be an integral part of the merger and

this is the most challenging task I have ever been given. There is so much disorganization, so

much rush to make changes and then sudden application of the breaks. It has only been 3 weeks

and everyone is in total confusion about the overall direction so the direction changes every day.

With the foundations I am learning I am able to process what is going on much better and I think

I am contributing better. Trying to identify the shared vision and keep people on task has been

my main goal and will continue to be as I grow into my new role.

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References

Anderson, V. and Johnson, L. (1997). Systems Thinking Basics: From Concepts to Causal
Loops. Acton, MA: Leverage Networks, Inc.

Senge, P. M. (2006). The Fifth Discipline: The Art & Practice of the Learning Organization.
New York, NY: Crown Business.