Course Overview

We are in a world characterized by Volatility, Uncertainty, Complexity, and Ambiguity (VUCA). Organizations exist in active exchanges with their environment, external factors such as market demands, resource supply, competition, and government regulations, which affect the organization’s directions and functions. Many leaders expect that there is one solution to solve a problem when, in truth, many organizational problems are often caused by multiple issues and thus, require multi-faceted solutions. Therefore, organizations need to transform themselves into Learning Organizations where its disciplines are 1) Personal Mastery, 2) Shared Vision, 3) Team Learning, 4) Mental Model, and 5) Systems Thinking.

Given such a complex environment, absolute prediction and control of outcomes are not possible. It is important to enable people to understand the importance of interdependencies and increase collaboration across all units internally and externally. Organizations need to ensure that an organization is attuned to its external environment. The workshop shall result with an Action Plan using Systems Thinking tools crafted by participants.

Course Outcomes

After attending the program, leaders could enable other leaders to learn how to –

  • Create safe spaces for true dialogue with peers and subordinates

  • Manage crucial conversations on shared vision and accountability

  • Hold each other accountable for results and work on mutual interests

  • Navigate ambiguous areas towards clear decisions that lead to a shared leadership of a better integrated delivery system

  • Clarify project’s vision and translating this into executable, sustainable plans with the teams

Our Approach and Methodology

Actual practice and application of tools to problems identified by the Participants/Immediate Superior of the Participants

The Systems Thinking workshop participants will be asked to identify and work with actual complex issues throughout the four (4) sessions. Participants are required to bring real workplace challenges they want to discuss in the workshop, and this program is built around an engaging simulation and incorporates many other creative and engaging instructional-design elements.

Course Outline

  • 1

    Introduction

    • The Learning Organization and Systems Thinking

    • The Fifth Discipline

    • Systems Thinking Overview

    • Course Objectives
  • 2

    Leadership in Times of Change

    • Leadership in Times of Change

    • World Cafe Discussion

    • The Three Legged Stool

    • Today's Global Trends
  • 3

    Preparation for Synchronous Class 1

    • Mental Model Exercise

    • Your Habits Poster
  • 4

    Systems Thinking Strategies and Tools

    • The Iceberg Theory

    • Behavior Over Time Graph

    • Leverage Point
  • 5

    Preparation for Synchronous Class 2

    • Interpreting the Connection Circle

    • Identifying Leverage Points
  • 6

    Systems Thinking Strategies and Tools

    • Lucy and Feedback Loops

    • Fighting in the Playground and Causal Loops

    • Core Theory of Success
  • 7

    Preparation for Synchronous Class 3

    • Changing Perspectives to Increase Understanding

    • Surfacing and Testing Assumptions

    • The Ladder of Inference
  • 8

    Systems Thinking Tools Application

    • Where Should We Start?

    • How Do We Use Systems Thinking Tools?

    • Putting It All Together

    • Tips for Beginners
  • 9

    Preparation for Final Synchronous Class

    • Application Practice: Iceberg

    • Application Practice: Connection Circles

    • Application Practice: Connection Circle
  • 10

    End of Course

    • Bonus Materials