Reflection Point – The wider system view

Last Saturday as South East Qld experienced what felt like yet another dismal, dark and rainy weekend, I got stuck into my elephant puzzle.  Some of you will remember I spoke of it earlier this year, of finding clarity in the grey, of the many shades of grey and white in a stunning elephant puzzle which was a treasured gift.

Yes – that was some 5 months ago and I am still going!!  It has been both a labour of love and challenge (not always love!) and last Saturday, I had quite the breakthrough with it and started to close out the big gaps.

Today, I’m left with less than about 40 pieces to go, in the very centre of the elephant, the face and remaining trunk, the last of the picture to emerge, and undoubtedly the easiest.

I was reflecting this week on what helped me get great traction to really make significant progress last Saturday – as it came more quickly and easily than it had before. And I recall it was when I zoomed out –when I stood up, stood away from it and away from the detail, and took a moment to just gaze at the whole picture.  It felt intentional, no longer just casual.  Looking across the whole picture, I could see it differently.  I started to see where the varying patterns of colours and shades belonged, I could see the “groupings” of pieces clearly and I could see how the central and feature image was all emerging.  Finally!

I had been caught – in the small details.

How often does this happen for you in your leadership role? Do you ever get caught up, obsessing over small details, when the whole picture is begging to emerge and be seen?  In systems thinking, we call this the wider system view.

Systems thinking is a coaching technique designed to help clients uncover blind spots or what they are not seeing in their current perspective. It invites reflection on the underlying patterns and relationships, as well as the ripple effects of their actions and decisions—both within the organization and among external stakeholders such as customers and partners. This approach fosters a broader view and deepens the client’s understanding of the interconnected “system” in which they operate.

I asked a systems thinking question recently in a client session, in a situation where there was tricky dynamics involving internal leaders and their external customers, around a standard customer process in a large organisation.  Amidst the tension, challenges and emotion there was a tendency to stay in the detail, questioning what was said, done and the decisions made.  It was when I asked a question about the broader system and what else might need to be considered, that their view opened up.  They were able to see more, understand more, consider more alternatives and see the patterns emerging across and even outside the organisation.  It re-framed their view and created fresh awareness of newer possibilities and newer insights to consider.

For me in my puzzle (and in my client session) it didn’t take long to pause, to zoom out and to consider the different elements in front of me that needed to form the central, “hero” image in the remainder of the puzzle.  But I had to be intentional, pause and be calm, and be open to new possibilities.

As you end your week, take a few minutes to consider the following reflection questions.

Question 2

What situation in your work might benefit from taking a broader, whole of system approach in your planning or decision making?

Question 3

How can you support others you work with to see the broader, systems view, the ripple effects or impacts of decisions beyond what is right in front of them?