Humans aren’t meant to be redesigned. Systems are.
Relational Thinking
I have been a student of systems thinking for many years, dating at least back to my study of the profound teachings of W. Edwards Deming in the mid-1990s. Almost at the same time, I learned about Peter Senge and read his powerful book, “The Fifth Discipline.” I was hooked and since those days have continued to explore and teach and deepen my understanding of systems thinking. One thing that has changed for me is that I now use the phrase “relational thinking” when speaking with those I think might react negatively to the word “system,” which means different things to different people.
Love in the Workplace? Really?
Back when I was beginning to learn what it meant to see the world through a systemic lens I certainly did not use the word “love” in connection with workplace culture. I haven't found any source to support Deming’s use of the word “love” in any of his writing, but he did say that “people are entitled to joy in work.” And, Point 8 of his 14 Points for the Transformation of Management is “Drive out fear, so that everyone may work effectively for the company.”
Senge suggests what makes us special as a species is that we are a loving species. He says if we want to become systems intelligent, “we need to fall in love with all of life.”
These quotes feel pretty close to “more love, less fear.” I feel like two of my foundational teachers really primed me for hearing Renée Smith’s message of “Make Work More Human” when I first participated in the Gatherings of the A Human Workplace community several years ago in Olympia, Washington.
Practices to Drive Out Fear
During my time as an adjunct professor teaching systems thinking in the graduate Leadership Studies Program at St. Mary’s College of California, I began suggesting to the learners that systems thinking was ultimately important to their leadership practice because a systemic perspective helps us, if not requires us, to be more compassionate leaders. I could have said, more “loving” leaders, but I said “compassionate” because I had not yet met Renée.
“Every system is perfectly designed to get the results it gets.”
My thinking at the time was that the adage “a system is perfectly designed to produce the results or outcomes it produces” meant that it is pointless to blame people for outcomes generated by a complex system. If we understand this, I believe leaders will do what they can to “drive out fear” for the benefit of individuals and the whole.
The discipline of systems thinking offers specific practices and habits we can cultivate that will increase love and decrease fear in our workplaces and elsewhere in our lives. Here are several.
Systems thinkers (or, relational thinkers)…
Are interested in the bigger picture or longer story, rather than only reacting to the immediate event
Are aware that their actions (and decisions) have consequences – near term, long term, and unintended
Are aware that we all see the world differently
Are curious about one’s own and other’s assumptions
Know that shifting one’s perspective can increase understanding.
Redesigning Systems, Not People
Any organizational system can be redesigned to reduce fear and increase love. What do we choose? Let’s look at how love and fear are interconnected. Consider the three factors shown in the figure. We theorize that increasing or decreasing any of these factors affects the other two, either in the same (S) direction or the opposite (O) direction. When we act to increase “Love in the workplace”, this has the opposite effect on the presence of “Fear in the workplace.” When fear is reduced, this has the opposite effect on the “Possibility of cultivating Love;” it increases. When “Possibility” increases, it has the same effect on “Love in the workplace.” This is a reinforcing feedback loop. When such a loop is generating outcomes we want, we refer to it as a positive or virtuous cycle. But this same dynamic can function as a negative or vicious cycle, if we make choices that increase fear. It’s up to us!
“Seek to change or redesign the system rather than blame or ‘fix’ people. ”
When we lead with a systems perspective, we appreciate the complexity of all human systems. Among other things, we come to understand that we are not aware of most interactions among the parts of a complex system and that unexpected outcomes or consequences can emerge, despite our best intention and planning. This kind of understanding helps us see that individuals or teams are not to blame for these outcomes or consequences; instead, we consider how the system is set up to deliver the results that it delivered. And we seek to change or redesign the system rather than blame or "fix" people.
A Final Thought
Peter Senge said: “When all is said and done, the only change that will make a difference is the transformation of the human heart.” Shifting from fear to love is that transformation.
