Systems thinking as a leadership tool for organizational effectiveness: A North American case study
The Problem of System Improvement: Combined Proceedings of the 13th and 14th Annual Centre for Philosophy, Technology, and Systems (CPTS) Working Conference
Maarssden, The Netherlands
Date of Presentation
Within the context of a three year organizational learning initiative conducted from 2003-2006 at a North American university, nineteen project participants were introduced to rethinking, repurposing, and retooling through guided application of Soft Systems Methodology (SSM) tools. Research findings suggest the efficacy of using ‘soft’ systems thinking for interactive (re)design of technology-enabled environments, systems, and tools. Practice with SSM tools, such as Rich Pictures and interaction models, also expanded participants’ awareness of their potential new roles and responsibilities within a dynamically changing higher education environment. These insights informed project participants’ initiation of user-centric, inquiry based relationships with both co-workers and system users. Results suggest that participatory design processes enabled by leader-led systems thinking practices can advance inclusive workplace dialogue and, thereby, collective (re)learning capabilities.
A. Basden, D. M. Eriksson & S. Strijbos
Somerville, M. M.
Systems thinking as a leadership tool for organizational effectiveness: A North American case study.
Paper presented at The Problem of System Improvement: Combined Proceedings of the 13th and 14th Annual Centre for Philosophy, Technology, and Systems (CPTS) Working Conference in Maarssden, The Netherlands.
This document is currently not available here.