System thinking is a complex element, which implies how one of the systems’ parts influences the other essential constituents of the system (Meadows, 2008). Moreover, it is evident that system thinking is a core contributor to the cultivation of the learning organization (Senge, 1990).
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In this instance, I understand that the small issues on the lower levels affect the performance of the organization, and considering them remains a necessity for the organizational performance of the whole organization. The system thinking allows avoiding adverse consequences and improving company’s sustainability.
As for the interludes, Meadows uses them to emphasize the significance of the existing problems since the system thinking might affect the original purpose of the objects and activities (2008). I claim that this technique remains efficient, as it helps understand that one small event can contribute to the changes of the purposes and structure of the whole organization with the assistance of the case scenarios.
I consider the interlude the Blind Men and the Matter of the Elephant as the most applicable in the context of my organization, as sometimes people have a tendency to see particular parts of the enterprise only and are not able to interrelate them to each other systematically. The system has to be considered as a composite body, which functions as one organism.
Sometimes change is essentiality due to the alteration of the flow of the events in the marketplace (Wilson & Ralston, 2006). Moreover, understanding that the modifications in the flow of the routine processes might be the case of the changes to the performance of the organization. In this instance, the maintenance and sufficient monitoring of the stages remains an essentiality (Harvard Business School Press and the Society for Human Resource Management, 2006).
Lastly, taking into account the organization as a sophisticated mechanism leads to the optimization of all processes, as they lead to the common goal. Apple is one of the examples of the companies, which utilize system thinking as a primary strategy for the innovation and product development. Application of this technique was essential for the business’ sustainability.
It is evident that system thinking causes alteration to the initial routine stages (Case, 2010). As taking into account the specific steps, it is apparent that I consider these processes necessary, as the flow of the events, especially, if they contribute to the achievement of the common goal.
However, it is evident that they are done automatically since they are considered as routine activities. In this instance, any changes might be a potential reason for the development of uncertainty, as the flow of the events will be modified. In this case, the alternative actions have to be considered as a possibility since they will contribute to the development of the understanding that alterations are a necessity to improve the quality of the processes.
As for the ‘aha’ moment, the vehement implementation of the system thinking as a global phenomenon, as all of the business entities, institutions, and so on are interdependent (Mark Alpert, 2010). The global orientation of the system thinking is surprising. It emphasizes the presence of the world as a complex functioning system, which consists of co-dependent elements. Nonetheless, in conclusion, system thinking is an essentiality, as it contributes to the positive changes in the organization.
Moreover, it has to be considered on the global level, as the complexity of the world cannot be underestimated. It is evident that one part of the mechanism can highly change the flow of the events. It is apparent that the effect will be dramatic since one small alteration leads to the development of the different movement of events and adjustments in the everyday actions.
[Case]. (2010, June 10). “Systems thinking, complexity theory and management” by David C. Aron, M.D., M.S. [Video File]. Web.
Harvard Business School Press and the Society for Human Resource Management (2006). The essentials of strategy. Boston, MA: Harvard Business School Publishing.
[Mark Alpert]. (2010, Aug. 13). Peter Senge: 2010 systems thinking in action conference preview. [Video File].
Meadows, D. (2008). Thinking in systems: A primer. White River Junction, VT: Chelsea Green Publishing.
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Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New York, NY: Crown Publishing Group.
Wilson, I., & Ralston, W. (2006). The scenario planning handbook. Mason, OH: Thomson/South-Western.