Systemic Perspective/Situation Description

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• In the previous video it was said that we start with a situation, not the system. In this video we will provide a rationale for that premise as well as some thoughts on how to structure the description of the situation.

• The dilemma is that while it is actually the situation that we desire to alter, not the system, it is some aspect of the system that will need to be altered to effect the desired change in the situation.

• The situation as we perceive it is the result of multiple interactions though that may not be immediately evident.

• The situation as we preceive it is that aspect of the interactions that we connect with.

• While everything may be connected, everything is not relevant. We begin with a situation rather than a system as it provides a basis for determining what's relevant.

• Describe the situation the way it is from your perspective, not the way you believe it should be. And, provide the reason the situation warrants attention because of its implications. As an example, declining sales warrants attention because if sales continue to decline at the current rate the company will have to lay off half the workforce.

• Your perspective may vary from others because they have different experiences, beliefs, values, etc. from which they develop their perspective.

• If you don't know where you're going you will most certainly end up there! Before you begin to investigate the situation it's important to understand your intent. Simply trying to make the situation go away is insufficient. Focus on what you want to create.

• Some aspect of the undertaking is likey to require communication to a wider audience. This should be part of the purpose and kept in mind so you know what you intend to communicate and how.

• Magic Connections is a small rapidly growing company due to the market acceptance of its newly announced family of network routers.

• As its customer base is growing rapidly the support organization, in an effort to position itself to service customer demand, is continually hiring and training new employees.

• Actually the whole company is growing rapidly, and as such the rest of the organization is also in need of additional resources. And where better to acquire resources that know the company's products and its customers, support of course.

• Because the rest of the company continues to raid support's resources, support is continually struggling to maintain what it considers a desired level of readiness to support its customers.

• Please continue with Patterns of Behavior, the next video in this series.

Note: once you define the situation determine the extent you'd like to evolve -- levels of transformation (this might go in the leverage points section as there has to be a concern as to the level of transformation the organization may be able to live with. 10.12.07

< Previous:: Introduction

Introduction

Next:: Patterns of Behavior >

References

Additional Resources Systems Thinking World Discussions Systems Thinking World Q&A * Gene Bellinger