Development of systems thinking

The individual considers a situation broadly, identifies the causes of the problems that have occurred and finds ways to prevent them in future. Sees how their decisions have an impact on other parties (people, departments, companies).

In connection with this fact, we highlight two components in this competency: breadth and far-sightedness.

Breadth:

When resolving tasks, identifies any missing information, finds possible sources and formulates questions precisely to obtain it.
Identifies the correlation between different parts of a problem and finds the causes for its occurrence.
Considers the problem broadly, factors in the impact of as many factors as possible.

Farsightedness:

Accurately forecasts scenario developments and assesses how his/her decisions will have an impact on other parties (people, organisations, regions), inter alia, in the long term.
Proposes alternative solutions aimed at preventing possible problems and leveraging future opportunities.

“Systems Thinking” is one of a number of competencies that are hard to assess. In order to fully understand the ability of an individual to think systemically, the assessment specialist must also dispose of this competency at the required level.
The most effective assessment method of the Systems Thinking competency is a combination of special ability tests, the DEEP personality questionnaire, competency-based interviews and special analytical exercises at an assessment centre or development centre.
For it is this combination of assessment methods that makes it possible to clearly identify the strengths and weaknesses of the individual or the team as a whole in the context of this competency and propose a specific development programme.
The development level of the Systems Thinking competency depends on several factors. These factors can be developed to differing degrees.

Abilities. This is perhaps the most important factor underpinning thinking in general and systems thinking in particular. Unfortunately, if abilities develop in adulthood, then this process is extremely protracted and requires persistent systemic work.

Personality attributes. For example, farsightedness as the desire to consider a scenario from a long-term perspective, select the options delivering the maximum return or on the contrary creating the minimum problems in future. Personality attributes are contingent slightly more on targeted development. At the same time, it is essential that they are required in the work being performed by an individual. In this case they will develop far more rapidly.

Skills. This is the simplest component of any competency to be developed. A wide range of methodologies are used during systems thinking, such as for example, SWOT analysis which is familiar to virtually any manager.

We have developed a special training course on how to develop systems thinking.

We conduct this training course in a corporate format. It has the following specifics:

Draws on the assessment results and focuses on specific development areas.
Combines in-depth elaborated training cases where participants study systems thinking technologies prior to subsequent analysis of the actual problems and challenges facing their organisation.

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Development of systems thinking

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