By Gerry Murray. 03-10-2021
(Scroll down for a laugh)
“Systems thinking without systems thinkers will change nothing.”
~ Derek and Laura Cabrera
Listen to the Podcast
Have you ever had the experience of being in a meeting convened to solve a problem and felt that there was a lot of talk but very little real progress, just a lot of arguments?
Have you seen initiatives that were meant to deal with problems actually make the problem worse?
What would it be like if you had a methodology to solve seemingly unsolvable problems?
In the current episode of Leading People, I chat with Systems Thinking expert and the creator of SystemicIQ, Chris Soderquist, to learn why SystemicIQ is necessary for solving complex problems. He outlines the 6 key skills of SystemicIQ and how to use them. He provides lots of practical examples and advice on when and when not to use SystemicIQ.
He explains what Systems Thinking is and how some organisations think they're doing Systems Thinking but in effect they're not.
Along the way, we discuss diverse topics such as the current UK truck driver scarcity problem, climate change, health care, parenting, incentivisation programmes, and much more. Chris demonstrates how SystemicIQ can help us better understand these challenges and find workable solutions that don't create negative unintended consequences.
And, he has some sound advice for leaders to ensure that they diagnose problems in the right way.
Misdiagnosis of a problem not only doesn't lead to solving the problem but often makes the problem worse!
May you enhance your SystemicIQ this week.
Listen to the Podcast
What did the geometry teacher say when the class had trouble solving a problem?
Let’s try a different angle
Why are chemists good at solving problems?
They have all the solutions.
Why did the psychologist end his relationship with the math teacher?
He has way too many problems that need solving.
A guy goes on a trip with 3 Friends; an electrical engineer, a physics engineer and an IT specialist.
A few hours into the trip the car breaks down.
The electrical engineer says: "Well i know this issue, there must be some problems with the electronics of this car".
The physics engineer says "Of course not! There was a problem with the pressure, i could hear that miles away".
The IT specialist calms them down and says "come on guys, lets just all get out of the car, get in again and see if that solves the problem."
A man is flying in a hot-air balloon and realizes he is lost.
He reduces height and spots a man below.
He lowers the balloon farther and shouts, "Excuse me! Can you tell me where I am?"
The man below says: "Yes, you're in a hot-air balloon, hovering 30 feet above this field."
"You must be an engineer," says the balloonist.
"I am," replies the man. "How did you know?"
"Well," says the balloonist, "everything you have told me is technically correct, but it's no use to anyone."
The man below says, "You must be in management."
"I am," replies the balloonist, "but how did you know?"
"Well," says the man, "you don't know where you are or where you're going, but you expect me to be able to help. You're in the same position you were before we met, but now it's my fault. So far, your entire approach to solving problems has been berating me and letting out hot air."