I recently read an article by one of the management fad proponents that even though they used tools they were a systemic thinker. Further review and reading determined they provided no evidence of systemic thinking in the work they had done. Where is the evidence? None existed.
The use of tools offers problems I have written about before. I wrote about it in my recent Quality Digest column – Are You a Sheet or Shelf Thinker? Tools limit thinking and create a barrier to systemic and breakthrough thinking.
Systems thinking (and more specifically, the 95 Method) is about method and innovation. It addresses the management thinking that has to be challenged because of the assumptions that lead service organizations in the wrong direction. The functional separation of work, targets, financials, hierarchy, technology, information are but a small sample of items that need to be challenged.
So, part of systems thinking is about addressing not just the design, but the management of the work. Management thinking drives the design. The management fads claim to do this too, but look for the evidence . . . lots of hat, but no cattle. Pathetic and misleading.
Managers have a choice too, they can pick assumptions or knowledge. Knowledge requires context to all those management reports with meaningless data. One can only get that in the work.
Tool-focused activities support status quo in management. Most don’t know better, but many believe that someday if they see the benefit of tools management will buy-in over time. The benefit never comes in sufficient quantity to convince management and management relegates the improvement fads to lower and middle management or the front-line. A dead-end for sure.
Unless efforts to optimize systems include management . . . it is better not to start. Systems thinking includes everyone and everything, not just the elitist or tool users wreaking havoc on the systems. This is not business improvement, it is more waste and sub-optimization in the system.
Tripp Babbitt is a speaker, blogger and consultant to service industry (private and public). His organization helps executives find a better way to make the work work. Read his articles at Quality Digest and his column for CustomermanagementIQ.com Download free from www.newsystemsthinking.com “Understanding Your Organization as a System” and gain knowledge of systems thinking or contact us about our intervention services at firstname.lastname@example.org. Reach him on Twitter at www.twitter.com/TriBabbittor LinkedIn at www.linkedin.com/in/trippbabbitt.Share This: