Category: Systems Thinking

Loosen Your Grip: Santosha and Riding the Waves of Change

Jennifer Cassidy

Lately, a lot of the conversations in my house start with the word “when”:  “when the house renovations are done”; or “when we have more money”, or “when we have more time”, and even “when the kids are older”.  It seems that my husband and I are always waiting for something, because something else is always stopping us from getting where we want to go. When I married my dear husband, he warned me about the “Cassidy luck” – meaning that if something can go wrong, it will. It really does seem that we have our fair share of trouble, lately too – house renovations are on hold while we fix the truck, the truck repairs are on hold while we wait for a new part, the new part is on hold while we wait for more money.  Sometimes I think “Hurry Up and Wait” should be our family motto.

In the practice of yoga, there are four principles of self-discipline, or Niyamas.  One of these principles is that of “Santosha”: the practice of developing equanimity with all things.  To put it another way, Santosha is the acceptance that all things are both flawed and perfect at the same time, that everything is part of a larger dynamic system of life and death, and that the only constant thing in the universe is unending change.  This acceptance that everything in one’s life is part of the larger system of the universe, and that change and complexity in that system is inevitable, allows the yogi to “loosen her grip” and roll gracefully over life’s bumpy road: the yogi reduces the complexity in their lives by accepting change as part of the process of life. I’ve been thinking that practicing Santosha on a personal level is similar in some ways to using Systems Thinking to work through complexity and change in organizations: in many organizations the most commonly heard words are “when” or “if”: “if accounting would just…” or “when the engineers get the act together…” for example.  Systems Thinking means seeing the organization as a system and that everything that you need to solve the organizations problems is achievable by working with the organization as a system, rather than a set of unrelated parts with problems that need to be isolated and “fixed”.

It seems the more I practice yoga and the more I learn about the process of Systems Thinking, the more I realize that these two practices are really about behaving in a conscious manner.  The consciousness that is required to practice equanimity in one’s personal life by making the decision to be “roll with the punches” of life and just be okay with what is happening in the here and now, and the critical consciousness that is required to practice Systems Thinking by leveraging change in an organization to produce positive results, are similar.  In terms of outcomes, yogis know that physical and emotional abundance is the reward for practicing contentment with what is here and now, with being equanimous with the unending change in the world.  Similarly, Systems Thinking practitioners know that the reward for equanimity within an organization means working with an organization as a whole system and consciously making decisions that put the organization in the position of riding the crest of constant change, and the reward is the same: abundance follows.

So, taking a little from my yoga practice and a little from Systems Thinking, I’ve been trying to see my household as a system in which change is not a disruption but more of a way of being.  I’m trying to start conversations more constructively: instead of “when” I’ve been practicing saying “how” or “why”. I figure knowing the system means knowing how to make constructive decisions about the system rather than getting off on a track of discontentment about what is happening now: what is changing too fast, and what isn’t changing fast enough.  I’ve even been thinking about a new family motto: In mutatione pax…Peace in Change!

 

Linear and Non-Linear Thinking

Marilyn Herasymowych

From a linear perspective, there is only one truth.  We can know it, and thus we act as if it is true.  If something tells us that our truth is not true, we easily deflect this by saying that whatever is happening is the problem, not our truth.  We easily believe that the stories we tell about the patterns we live are accurate reflections of reality.  We believe we know what we need to know about the system, so we operate as if we know enough.  We believe that the rules are fixed, and that there is only one way to work within the system, and we must follow that one way.

I knew I had strong linear thinking tendencies, but never realized just how strong they were.  My experience with cancer taught me just how deeply linear thinking was ingrained in my ways of operating.  I was shell-shocked and deeply wounded by five months of chemo; now I was in “recovery”, a hopeful place, a place of return.  I was convinced that I would now regain my ability to think clearly once again, to walk and run and ride my bike, to visit with friends and family, and to go out for evening events like the ballet.  I would be myself again.  That’s what recovery meant to me.  All I needed to do was to figure out when recovery officially started.  Then I would be on my way back to health and to work.  My last chemo was on July 14, 2009.  Add three weeks for the chemo to do its thing.  Recovery would start on August 4, 2009.  Instead of feeling sicker and sicker, I would now be feeling better and better.  That’s what my oncologist told me would happen, so that’s what I expected.

You can hear the linear thinking in my plans to return to normal.  There is a normal life that I have, and I will return to it.  I even had a time frame as to when this return to normal would start – August 4, 2009.  I recall talking with my oncologist and saying I’ll be back at work by October 2009.  This was my truth, and to me this was the only truth.  But, like everything else in my cancer experience, my recovery would prove to be the exception to the rule.

From a non-linear perspective, truth is an emergent and dynamic property of a system.  We cannot know truth, because stories and narratives on which truth rests are socially constructed.  The stories we tell about the patterns we live create relational expectations, possibilities, and constraints.  We appreciate that we can only understand the partial system, and that stories told cannot be accurate representations of patterns lived.  We know little about the system, so we operate as if we do not know everything.  We believe that the rules are emergent.  The system is dynamic, so we can learn as the system changes.  Our learning changes the system, thus creating new rules.

What I had failed to understand was that in my body, in my mind, and in my spirit, something had irrecoverably changed.  It would take me more than two years to realize this.  I would hold on to my belief that I would get better until the day my belief would be shattered and swept away.  I didn’t read the signs very well.  How could I?  I had never been here before.  On the day my recovery started, I actually felt worse, not better.  It was almost as if I had had a chemo treatment.  What was happening to me was much more complex than I understood at the time.  After each chemo, I would complain bitterly about how badly I felt.  It felt as if the chemo was still acting on me well after the infusions.  But, I was told that the chemo was flushed out of my system in two days, so I was simply feeling the effects from the damage left in the wake of the drugs.

Even though my treatment was over, and the drugs supposedly cleared from my system, the damage from the drugs was still expressing itself.  Nobody would tell me why I was feeling worse and not better.  After all, most people went back to work within a month of ending this form of chemo.

Being a person who needs a reason for everything, I went in search of an explanation.  When I couldn’t find any, I made up my own.  What I think happened to me was something I call the cumulative effect.  The oncologists do talk about the cumulative effect during chemo, in terms of producing cumulative side effects.  In other words, the side effects get worse with each treatment.  Oncologists are quick to point out that the side effects start diminishing once treatment is over.  But, what if the treatment did more damage to my body because it is so sensitive?  What if my body just couldn’t take the cumulative effect that occurred from successive rounds of chemo?  What if my body was in breakdown, and the side effects in runaway, like a semi-tractor trailer that loses its brakes as it is going down a hill and can’t stop?  My side effects were gaining speed and effect, and there was no exit runaway lane to slow them down.  Even though I was no longer receiving chemo, the cumulative effect of six rounds of chemo were still affecting me.

You interpret reality from the stories that you tell, the stories that you live, and the stories yet to be told.  These stories are called patterns of meaning and action.  When we tell stories about our experience, these stories help us to make sense of our experience.  Often, our stories are not that useful in helping us to understand the system in its more complex sense.  But they can be useful in helping us to cope with situations in which there are no explanations.

By October 2009, I was so sick that my oncologist was unsure as to whether or not to start me on the two-year maintenance treatment.  I was nauseous all of the time.  I couldn’t walk without the aid of a walker or canes.  I was muddled, unable to think clearly, and having difficulty remembering, and carrying on conversations.  I had severe deep muscle hip pain. I had severe neuropathy (a numbness in a glove-and-stocking pattern, from my waist down and from my elbows down).  I was always exhausted, no energy even to get through a day without an afternoon nap.  I remember asking whether or not doing the two-year maintenance treatment really delayed the cancer coming back.  My onocolgist said yes, but was not sure if that was the case in my subtype of cancer.  My subtype was so rare that there had not been any studies on it that showed that two years of Rituxin infusions increased the time intervals between cancer flare ups.

Henry and I didn’t know what to do.  Before our appointment, we had discussed whether or not it was worth getting sick again with yet another two years of Rituxin.  The oncologist said that he wasn’t sure what kind of side effects I would get.  He even said most people don’t get any side effects.  It was logical to assume that the side effects would be much less, because I was now only taking one drug, not four, and of the four, Rituxin had the least side effects.  It was a nightmare.  There was no certainty, no stability, and certainly no one truth.

I couldn’t find my way back to the comfort of my linear thinking.  All I knew was that I was terrified, terrified of the cancer coming back, terrified of going through chemo again, terrified of yet more treatments with Rituxin for the next two years.  We had no data on what would happen to me if I just received Rituxin.  So, I closed my eyes and jumped.  I took the Rituxin treatment.  I was so scared during the infusion that I started reacting to the infusion before it had even started going into my body.  I didn’t realize it at the time, but my body was now rebelling.  My body was saying no, but I couldn’t hear it.  I never recovered, and even though I got a bit better, I never returned to any semblance of normal.

Whether I liked it or not, I was now fully entrenched in the non-linear world of cancer, cancer treatments, recovery, and something called a new normal.  My world had changed forever.  Even if I got better, I now lived with an incurable cancer that would return again and again about every four to five years.  When it came back, I would be subjected to such withering options as more chemo, radiation, and even a stem cell transplant, all of which would probably destroy what little life I now had.  I had been too sick to be scared during the chemo.  But I was scared now.  What if I didn’t get better?  What if this was now my life?  Henry and I still believed that maybe my recovery would just be slower than other people.  It wouldn’t be until Christmas 2009 that it would start to sink in that I was not going to get much better.

In January, 2011, I entered another non-linear hell.  I had been experiencing drenching night sweats throughout August-October of 2010, and night sweats were a possible sign that the cancer was coming back.  The CT scan showed that I was still clear of any sign of lymphoma, which was really good news.  The bad news was that my neuropathy, and lack of ability to walk without aids, was now considered chronic.  I now had chronic side effects that would not go away.

Non-linear systems are paradoxical.  Ralph D. Stacey, author of Strategic Management and Organisational Dynamics, states that cause and effect and interconnections between agents in the system become unclear because non-linear systems are very complex.  Even though people are dealing with the system as if it were operating under simple cause-and-effect rules (linear), the system is more complex, and therefore not producing linear effects.  It is producing contradictory effects.  Therefore, complex systems require counter-intuitive or non-linear thinking.

I have been in recovery from my lymphoma for just over two years.  My life has not returned to the old normal, nor has it arrived at a new normal.  In January 2010, I was diagnosed with a second cancer, breast cancer.  There’s no question that my world fell apart after the second diagnosis.  There was no linear thinking left for me to hold on to, and, in August 2011, I finally surrendered to the forces of non-linear thinking.  Nothing is as it seems.  What worked before, no longer works now.  The lesson that I have learned is that the longer and harder I hold to my fixed ideas of truth, the longer and harder it is to move forward.

This is true for all of us, whether we are talking about our families or world affairs.  Holding on no matter what it costs is a form of linear thinking.  Linear thinking works really well when there is stability, but fails catastrophically when there is too much instability.  Everyday, I watch the world suffocating in its rigid linear thinking as it grapples with an economic system that no longer works.  For most people, the answer lies in more of the same, and not in something different.  Perhaps the world is simply going through its own form of chemo, side effects, and failed recovery to realize that the answers lie somewhere else – in the land of non-linear thinking.

Note: If you’d like to know more about Marilyn’s cancer journey, check out her blog at www.cancerbrokeallmypencils.com.

 

 

 

Limits to Success

Blog Entry #2 by Marilyn Herasymowych

Marilyn Herasymowych

At 1:00 pm, March 17, 2009, I was diagnosed with non-Hodgkin’s lymphoma.  At 4:00 pm that afternoon, I was admitted into the hospital because I had a lot of trouble breathing.  There I was, sitting on a bed in emergency, Henry holding my hand, waiting to meet the oncologist.  I remember feeling like a little girl, going to her first day of school.  It was surreal.  I had a paradoxical feeling of both anxiety about the cancer diagnosis and curiosity about being admitted into a hospital.  Henry was very calm, and I was a chatterbox, talking about what we had just heard and what this might mean.  We had just sold our house and we needed to move, and here I was being admitted into the hospital in a city that was two and half hours away from where we lived.  Henry smiled, and said, “I guess we better start planning for limits.”  We both laughed.

Henry and I had no idea how important “planning for limits” would become to helping us to deal with the most profound uncertainty of our life – being diagnosed with cancer.  This would become even more critical as we went through cancer treatments, and dealt with the aftermath of viscous side effects, and the agonizing change in our life that would become our new normal.

We had spent the last 20 years in MHA Institute creating a learning system to help people in organizations to think and act more effectively in highly uncertain situations.  Part of this learning system uses a language and patterns of behaviour to describe what people are experiencing.  Another part of the learning system provides pathways through the difficulties, in order to create new patterns of behaviour that are beneficial to both people within organizations and the organizational goals.  This learning system works because it gives people a way of thinking about uncertainty that makes it easier to act, rather than to react to the difficulties that uncertainty unleashes.

When Henry said “I guess we better start planning for limits,” he was using the language of this learning system we had created.  We were dealing with a pattern of behaviour called limits to success, and the pathway through limits to success is called plan for limits.  When Henry referred to planning for limits, he refocused our thinking so that we could quickly identify our limits and start dealing with them effectively, thus reducing the anxiety that uncertainty creates.  Doing this helped us to feel more in control, and more able to take in information about what was happening and what choices we might have to make.

Plan for limits provides a number of strategies to consider when dealing with limits to success – the one that was most relevant to us at this time was to identify current limits.  While we waited in Emergency for the doctor to arrive, we started talking about our current limits and what we had to do to deal with them.   The first limit that we faced was that I was in a hospital in Lethbridge, and we lived in Calgary, two and half hours away.  The second was to reschedule our work with clients, so that Henry could deal with emerging issues from this diagnosis and my stay in the hospital.  The third was that we had just sold our house, and we had less than 60 days to find a new place to live, then pack and move.  We had to deal with the first two limits right away.  The third limit would have to wait until tomorrow.

Note: If you’d like to know more about Marilyn’s cancer journey, check out her blog at www.cancerbrokeallmypencils.com.

 

 

 

Navigating Through Complexity: Systems Thinking

Systems Thinking GuideWithout question, increasing change and complexity are creating a storm that few organizations are able to weather. As the storm gains momentum, it lashes out in unpredictable ways, leaving many complex problems in its wake. You may deal with the resulting problems by trying to control what you can. You may use tried-and-true methods to cope with the problems and opportunities that the storm brings, only to find that your efforts create little or no change in the situation, and may, in fact, make things worse. You may notice that almost every tack you take works less and less well, making you feel less effective. As change accelerates, it creates even more complexity, thus further eroding your sense of competency.

When you start feeling out of control, you can easily become a victim of forces that you do not understand. It is a vicious cycle: change and complexity feed off each other to create even more change and complexity! The end result can be an exhausted workforce, unable to deal with the overwhelming problems that change and complexity bring.

People are tired of dealing with the constant storm of complexity and its after-effects. This tiredness is a symptom of complexity overload. The symptoms of complexity overload can be found in every corner of the organization ¾ it is only a question of degree. To cope with complexity overload, people navigate through the storm by using current skills and knowledge, which may help them to reach the eye of the storm, but not to clear the storm altogether. Systems thinking is an effective way to navigate out of the storm, and to be prepared for other storms.

 

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