With the near ubiquity of the Internet these days, many rural communities find that the local LISTSERV is an invaluable tool for connecting citizens. In my own town, we use the local LISTSERV for everything from announcing important local events to asking for advice on local contractors. Recently there was a lively discussion about the new fee for what used to be a free recycling permit. Although the fee is a minimal $18, there were many people upset by the additional cost (I suspect mainly because they did not feel like their opinions were considered). Someone even carefully calculated the cost to throw vs. the cost to recycle, showing that, at least in measurable dollars, it actually cost almost twice as much to recycle.
The more I thought about this calculation, the more I realized that this was linear thinking in action. There are hidden costs and benefits that just can't be measured with a dollar sign. It is the type of thinking that often occurs with more serious public policy issues, and we are paying a big price for it. In this country we don't often look at what is referred to as the triple bottom line, the idea that organizations need to pay attention not only to financial but also social and environmental impact. "The Story of Stuff" is a great video clip that, despite its left leaning tendencies, illustrates how linear thinking has led to many of the problems we are grappling with now.
So what's the remedy? A start is to begin practicing systems thinking. How do you do that, you ask? There are a number of ways to practice, but here are some ideas to try out:
- Tell the story of your organization and explore the nature of events in detail before jumping into problem solving - be sure you are looking at the whole picture, both internally and externally, and not just from your own perspective.
- Look for patterns of behavior and trends over time: dig deep and go back in history; don't just consider the recent past.
- As you discover trends and patterns, look for the interrelationships in organizational systems - break down those silos; the organizational chart is a myth - organizations are essentially living organisms that exist within networks.
- Identify assumptions that need changing and track those changes; if you're not achieving your desired outcome, ask why rather than assign blame.
- Above all else, be patient! Systems thinking takes time to learn - it is a practice, not an event.
Is this easy? No. Is it worth it? Definitely. As Einstein is so often quoted, "The problems we have created in the world today will not be solved by the level of thinking that created them." For more information on the triple bottom line see http://en.wikipedia.org/wiki/Triple_bottom_line. To view "The Story of Stuff" click here (http://www.storyofstuff.com).
Marty Jacobs, president of Systems In Sync, has been teaching and consulting for almost twenty years, applying a systems thinking approach to organizations. She currently provides strategic planning and policy governance expertise for the Vermont School Boards Association and has worked with several school districts to engage them in community conversations. In the nonprofit sector, Marty provides strategic planning, board leadership training, Policy Governance implementation, community engagement facilitation, and staff development. Additionally, Marty has served on a variety of nonprofit, professional, and school boards over the past twenty years. Marty has also written articles for Vermont Business Magazine and the American School Board Journal on topics related to organizational learning, systems thinking, and community engagement. A graduate of Dartmouth College, Marty received her M.S. in Organization and Management from Antioch New England Graduate School in Keene, NH.
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