We recently worked with a client to help them apply systems thinking to resolve some of their key complex business problems. During the workshop, we led teams through the process of modeling their particular business problem, finding leverage points, and making recommendations about influencing the system that is generating the unwanted outcomes and behaviors.As a finale, a panel of executives joined the group to hear presentations and reflect/respond to the recommendations. One of the execs had feedback that went something like this: "We've talked about this before, it's not rocket science."... Yet, as evidenced by the groups still trying to resolve the issue, it has not been fixed. And he's right, it's not rocket science - it's worse!With rocket science, at least you know and can manage for the variables affecting the flight. For example, weather at launch time is often a vexing variable that can't be controlled but since it is known it can be effectively managed.In a complex business problem, you most likely don't know all the impactful variables. If you only look at what's immediately driving behavior/outcome, then the problem, and thus the solution, might seem straightforward and obvious. However, when you stop to look at some of the buried variables, you begin to see an intricate dance of interaction that requires a comprehensive solution set.Executives don't have the view of the unknown variables, but those in the "middle" of the organization do, even if they don't know it. This is why the teams we worked with had "Ah-Ha!" moments and the execs had more of a "that's interesting" response.As the late Russell Ackoff, systems thinking guru at Wharton, pointed out, those carrying out the daily work are the only ones who can effectively describe the "mess". Using the modeling techniques of systems thinking with this group begins to construct an interactive reality (some might say an alternate reality) of what it will take to change the current undesired outcomes of the organization.So next time you hear "It's not rocket science, we've heard this described before", leverage your systems thinking toolkit and use the following three statements to begin your conversation with the executive who said it:"We've heard this described in simple terms, and yet we are still talking about it. From my perspective in the organization, here are the top 3 variables that are not obvious but are contributing heavily to the problem...""In conversations with my colleagues in (Sales, Fulfillment, Support...), I realize I don't have a complete picture of the problem. If I don't have a solid picture, then I may not have given you one either, so here is what I have learned....""When we looked at some of the solutions we did implement before understanding the complexity, we actually drove the unintended consequences of X, Y, and Z".Notice that none of these statements include the phrase "systems thinking". Use that phrase at your own risk. But do use the tools that will help you better identify, describe and solve the complex business problem you face.It's not rocket science, it's management science (an oxymoron in some circles!). If you are not using the right tools, or the right science, you won't get to where you want to be!
