Critical Systems Thinking

9Critical Systems Leadership: : Overcoming the Implementation Barriers

A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.

(Lao Tzu, c. 400 BCE)

9.1 Introduction

The need for Systems Thinking (ST) as an essential aid in managing apparently intractable situations of concern is increasingly recognised. The chapter begins by providing examples of the call for ST from institutions of all types – international, governmental, public sector, private, charitable and professional. Documented cases of the successful use of ST to bring about improvement are less common. ST is not realising its potential to enhance decision‐making because there are barriers to its widespread acceptance. The way ST is presented and perceived, as well as various cultural and societal constraints, hinder it from becoming an established mode of thinking and acting. Various means of overcoming these barriers are suggested. As an example, universities must act to close the capability gap between the demand for more systems thinkers and the paucity of supply. The final section of the chapter builds on previous discussions of Critical Systems Thinking (CST) and Critical Systems Practice (CSP) to suggest the type of leadership approach necessary if systems thinkers are to flourish in the current environment and advance the cause of ST. The characteristics of Critical Systems Leadership (CSL) are outlined. These consist of certain attributes ...