“Unfortunately, given the linear thinking that predominates in most organizations, interventions usually focus on symptomatic quick fixes, not underlying causes. This results in only temporary relief and it tends to create still more pressure later on further, low-leverage interventions.” – Peter Senge
Organizations operate like living organisms where people come together to achieve something greater than they could individually. Modern business environments are more intricate than others, such as family systems, largely because of the dynamic, fast-paced world they exist in. This complexity is amplified by constant changes-people joining, belonging, and leaving-all of which create continuous ripple effects. To navigate this, we need to shift from a linear perspective to a systems view of organizations.
A common misconception among some leaders is that they can simply remove people from the system without any lasting impact. However, not acknowledging the contributions and duration of those who leave an organization can have long-term effects on those who remain. When someone joins an organization with an air of superiority due to their extensive experience or hiring process, it can negatively impact the organization’s overall health. This often ends up being perceived as self-serving and disrespectful by the team they lead. Despite their good intentions, new leaders may unconsciously fail to respect those who have previously held the role and contributed to the organization, which can lead to a struggle to gain respect and negatively affect organizational health. Many businesses lose their competitive edge and stagnate due to a lack of understanding of these unseen system dynamics.
“In a healthy relationship system, everyone who has contributed is acknowledged and the history of the system is spoken about, including all the difficulties.” – John Whittington
In a healthy organizational system, everyone’s contributions are acknowledged, and the history-including all challenges is spoken about. This creates a sense of respect and place for each leader and team member, fostering high motivation and low attrition. Conversely, when organizational health is lacking, individuals and teams may feel unsure of their roles and responsibilities. As a result, they find it hard to be fully present and utilize their talents and experience. In such environments, motivation becomes inconsistent, insecurity and shame surface, distrust and conflict arise, and stress levels increase.
To achieve healthier organizational systems, leaders and their teams must embrace a systems view rather than focusing on individuals or individual heroes. Systemic coaching, which considers the whole system, supports leaders in adopting an approach that respects the greater system’s authority. Unlike servant leadership, systemic leadership is attuned to the overall system’s energies, working towards the system’s purpose and coherence rather than focusing solely on people.
Our traditional view of leaders- as special people who set the direction, make key decisions, and energize the troops-is deeply rooted in an individualistic and nonsystemic worldview. So long as such myths prevail, they reinforce a focus on short-term events and charismatic heroes rather than on systemic forces and collective learning.
Author: Rashmi Singh
Rashmi Singh is a TISS-2016 Alumni. She is an ICF-PCC credentialed Leadership Coach and
Systemic Constellations facilitator based out of Luxembourg. She also mentors Coaches on
their ICF credentialing journey.
