thinking, systems theory, book, meadows, Toby Elwin, blog

Systems as a current challenge

Systems theory and systems thinking relies on interface, feedback, organizational goals, input, throughput, output, differentiation, and integration. Thinking in systems means no change can happen without effect on other actors in the system.

When thinking through solutions, it seems we forget a team, a department, or a division is a part of a larger system. If you think in problem solving mode, then your diagnostic needs to account for undesirable behavior characteristics are part of the system structures that produce them.

Glass Half Full Appreciative Inquiry, blog, Toby Elwin, organization change

Glass half empty of an appreciative view

The glass half full or glass half empty analogy presents a shortcut perspective to infer either an optimist view or a pessimist view of the world, respectively.

However, with an appreciative mindset the glass is neither half full nor half empty, the glass is full.

A full glass now provides a more complete perspective of possibility and a full view of Appreciative Inquiry options.

wile, coyote, murphy's law, Toby Elwin, blog

The failure of Murphy’s Law

When things get bent Murphy’s Law takes too much credit (blame) when the more likely result being a symptom of poor planning and failures further upstream and earlier than Murphy ever came on the scene. The only law I do believe in is the law of gravity.

change management, Toby Elwin, Darth Vader, alarm, blog

Change management alarm

Just as an alarm stops you from a current, resting state, change management relies on communicating to people what they need to stop doing and what people need to start doing in a new, functional state. Time to stop blaming and start changing.

community persona, change management, Toby Elwin, blog

Community persona for change management

With the on-going game focused on more of less, our organizations are expected to not only run lean(er), but to lean further into the winds of constant change and constant constraints.

Change is no longer an event to manage and move on, organizations must realize change is the only constant. This operating climate highlights change management as a competitive advantage to those that figure it out, pivot, and to maintain an engaged workforce.

The stakeholders and the voice they have remains a stronger voice for change than any amount of company flyers, magnets, and town halls. Adopt a community persona strategy to improve organization, change management capability.