System glasses

Systems-Centered Training (SCT) doesn't just offer a set of tools with which to effect change. In my view, it is primarily a different way of looking at the world: looking from systems rather than people.

For example, when I look at my own functioning in my organization from the role that I have in the organization and the target of that role in the context of the organization, then that creates tremendous clarity. So when I look at how I take on my role or how employees take on their roles, I leave a whole tangle of personal (pre)judgments behind.

An example: as a department leader, I felt that employee Anna could make more effective use of her time and that in departmental meetings she sticks too much to the way we do things ‘because that's the way it's always worked. Every time I talk to her about it, the same objections come up. I want things to be different and she doesn't. We are stuck.

At first I felt that Anna is cross and that it is pointless to talk to her about this. I feel the backlash just looking at her! The only solution I see in the long run is Anna's departure. If that fails or cannot be done then I grumble with other managers, ‘I wish you lots of staff!’.

In SCT training, I learn to put on the systems glasses. What is the role Anna occupies in our organization (context)? What is the purpose of that role? What commitment should be expected of someone who occupies that role? And to what extent does seeking and experimenting with new ways of working belong to that role? When I talk to Anna from this perspective, it is no longer about her, but about the role she plays. That makes it easier for me to broach topics that I used to avoid or gloss over. Or about which I just wanted to push my way through.

Also, system-viewing and talking from there makes it easier for Anna to see what the organization requires of her when she takes her role. And that that is not about her personally, but is related to her role, the purpose of that role and the purpose of the context, the organization.

The emotional sting is out for both of us. Anna and I explore what to do based on role, purpose and context. It is the beginning of our collaboration.