Why every professional coach needs to be aware of systems thinking

Plotting a course through the complexity, rapid change, uncertainty and overwhelm of today’s business climate requires a fundamental approach – systems thinking.

For professional executive and team coaches supporting organisational clients in today’s BANI reality – Brittle, Anxious, Non-linear and Incomprehensible – understanding systems thinking is not just valuable, but crucial. In this environment of relentless challenge and disruption, staying agile and flexible has become indispensable for achieving both survival and success.

Understanding systems thinking

At its heart, systems thinking is centred on the larger system that we are all part of and operate in. It delves into how parts of a system interconnect and evolve over time within the broader context of larger systems. This shift from linear to interconnected thinking is imperative for grasping the intricate dynamics of modern organisations.

Systems thinking also encourages us to see beyond immediate events, focusing instead on understanding underlying patterns and relationships. It prompts a deeper appreciation of feedback loops, delays and the non-linear nature of cause and effect. Thought leaders like Barry Oshry and Professor Peter Hawkins have paved the way in demonstrating how systems thinking can be effectively applied by business leaders and coaches alike.

Barry Oshry’s insights

Barry Oshry’s pioneering work on power and systems within organisations provides profound insights into the dynamics that shape organisational behaviour. He argues that in organisations we think that we are dealing person-to-person when in fact we are dealing context-to-context.

His concept of the ‘Organisational Workshop’ (OD) vividly illustrates how different organisational components – Tops, Middles, Bottoms and Customers – interact within a system. Each role brings its unique perspectives and challenges, understanding which enables coaches to foster empathy and bridge gaps, thereby nurturing a more cohesive organisational culture.

Oshry highlights the systemic pressures faced by Tops burdened with responsibility, Middles navigating conflicting demands, Bottoms feeling constrained, and Customers often overlooked. Recognising and addressing these as patterns of relationships and understanding these dynamics is key for coaches aiming to foster resilient and collaborative organisational environments.

Professor Peter Hawkins’ Systemic Team Coaching®

AoEC’s honorary president, Professor Peter Hawkins extends this systemic view to team dynamics and effectiveness through his approach to systemic team coaching®. He emphasises viewing teams not merely as collections of individuals, but as dynamic entities embedded within broader systems. His Five Disciplines model integrates systems thinking by stressing interconnectedness within teams, with external stakeholders, across the organisation and within the wider environment.

In a BANI world, where traditional hierarchies give way to fluid structures and adaptive approaches, Hawkins advocates a systemic approachto promote collective leadership and collaboration. This shift is essential for navigating the complexities of modern organisations.

Learning from recent global events

Recent global events add weight to the critical relevance of systems thinking. The financial crash of 2008 exposed the interconnected vulnerabilities within global financial systems. What initially appeared as isolated incidents within the housing market cascaded into a worldwide economic crisis. Systems thinking could have identified these interdependencies earlier, potentially mitigating the extensive repercussions.

Similarly, the Covid-19 pandemic has highlighted the far-reaching impacts of health crises on global systems. Beyond immediate health concerns, the pandemic disrupted supply chains, economies and social structures. A systemic perspective aids in understanding these ripple effects and could enable more effective and integrated responses that consider health, economic and social dimensions concurrently.

Climate change presents another persuasive case for systems thinking. Its effects go above and beyond environmental degradation, impacting stability, food security and international relations. Addressing climate change demands systemic solutions that comprehend and address the interconnected complexities of our global ecosystem.

The relevance of systems thinking in a BANI context

In today’s BANI world, the urgency for systems thinking is becoming more apparent. The brittleness of systems necessitates resilience and adaptability; the anxiety induced by rapid change requires a comprehensive and calming perspective; the non-linear dynamics challenge conventional cause-and-effect thinking; and the incomprehensibility of vast information flows demands clarity and coherence.

Systems thinking can equip coaches with the tools to traverse these turbulent waters. By fostering an awareness of interdependencies and emergent properties, coaches can help empower organisations to become more resilient and innovative.

For instance, in brittle environments, a systems approach identifies weak points and enhances resilience through redundancy and diversity. In anxious settings, understanding systemic dynamics reduces uncertainty and encourages a more stable environment. When confronted with complex and chaotic challenges, systems thinking identifies patterns and leverages them strategically. In the face of incomprehensibility, it distils complexity into actionable insights.

Bringing it all together

Integrating systems thinking into professional coaching practice is not merely advantageous but moving towards being essential. Coaches embracing this approach are better equipped to help clients thrive amidst the complexities of modern business settings. This holistic perspective enables coaches to address root causes rather than superficial symptoms, leading to more sustainable and impactful outcomes.

Thought leaders such as Oshry and Hawkins offer frameworks and methodologies that can be adapted to diverse organisational contexts. By leveraging their insights and expanding our understanding of systems thinking, coaches can furnish clients with the perspectives and tools needed to navigate the intricate and ever-evolving business world.

The imperative for coaches to adopt systems thinking has never been clearer. By embracing this mindset, professional coaches can not only enhance their practice, but also empower clients to build better resilient, adaptive and successful organisations. If you are a coach striving to make a real difference, exploring the depths of systems thinking might just be the key to unlocking your clients’ full potential in a BANI world.