Same Old Problems? New Solutions? By Tamara Thorpe

1. Same Old Problems? New Solutions?ByTamara Thorpe Tamara Thorpe Trainer | Coach | Consultant Region 2 NAFSA 2009, Albuquerque, NM

2. www.tntdevelopment.org Learning Outcomes • Understand Systems Theory and Thinking • Gain a new paradigm for organizational relationships and challenges • Better understand your role and impact in your organization • Ability to see systems and find leverage points to problem solve

3. www.tntdevelopment.org Systems Theory/Thinking A system is a group of interacting, interrelated and interdependent components that form a complex and unified whole. An approach to analysis that examines the linkages and interactions between the “whole” system.

4. www.tntdevelopment.org Characteristics of a System • Every system has a purpose • All of a system’s parts must be present for the system to carry out its purpose optimally. • A system’s parts must be arranged in a specific way for the system to carry out its purpose

5. www.tntdevelopment.org • Systems change in response to feedback • Systems maintain their stability by making adjustments based on feedback

6. www.tntdevelopment.org Why See Systems? • Provides a more accurate picture of reality. • A perspective to help us see events and patterns in a new light. • Encourages one to think about problems and solutions in the long term. • If you can see the system than you can work with its natural forces to achieve the results you desire.

7. www.tntdevelopment.org Systems Thinking... • Emphasizes the whole rather than the parts and stresses the role of interconnectedness • Relies on circular feedback • Has a special terminology to describe systems behavior

8. www.tntdevelopment.org Activity: Who are you? Column A: Make a list of the various roles you have in your life (i.e. director, volunteer, teacher, wife, partner, etc.) Column B: Write down the adjective that best describes you in that role (i.e. competent, exhausted, fulfilled, challenged)

9. www.tntdevelopment.org Traditional Hierarchy

10. www.tntdevelopment.org Activity: Conditions in Space • As a (top, middle, bottom, customer), describe your condition? What are your circumstances? (use adjectives) • Describe how you feel most often in your space? • What is your response to your condition and feelings? • Who do you blame for your condition, feelings and response?

11. www.tntdevelopment.org Predictable Conditions

12. www.tntdevelopment.org Disempowering Experiences

13. www.tntdevelopment.org Predictable Responses

14. www.tntdevelopment.org The Blame Game

15. www.tntdevelopment.org Relationship Breakdowns • Tops: territorial, fall into turf battles • Middles: alienated; never become a group • Bottoms: a cohesive entity, fall into pressuring one another into conformity or GroupThink • When relationships break down, explanations are tied to the personal characteristics of individuals

16. www.tntdevelopment.org How to Survive

17. www.tntdevelopment.org How to Thrive

18. www.tntdevelopment.org Tops

19. www.tntdevelopment.org Middles

20. www.tntdevelopment.org Bottoms

21. www.tntdevelopment.org Leverage An area where a small change can yield large improvements in a system.

22. www.tntdevelopment.org Finding Leverage Points Look for an opportunity: • tightly focused, targeted interventions • a solution of minimum effort, time, and cost • a convenient short cut • make a lot out of a little

23. www.tntdevelopment.org Places to Intervene • Information flows • The rules of the system (incentives, punishments, constraints) • The power of self-organization • The goals of the system • The system mindset or paradigm (where goals, rules, feedback structures arise)

24. www.tntdevelopment.org Brainstorm Consider the “Thriving” strategies, what are 1-3 actions you can pursue to create/leverage change in your position/organization.

25. www.tntdevelopment.org

26. www.tntdevelopment.org Questions and Discussion