Whole system in the room

…you are to make an important and complex decision that affects many people across the organization.

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You want to understand everyone’s stakes in order to make faster decisions and evoke greater personal responsibility.

Forces:

• Growing aspirations for both systemic—rather than single-problem—solutions and for greater inclusion of people in using what they know.
• No task is too complex if the right people can be brought in on it.
• The nature of the whole cannot be understood fully by anyone unless all participate.
• People cannot be expected to act responsibly without understanding the impact of what they do.
• Having a “whole system” in the room opens doors no one has walked through before.

Make “systems thinking” experiential rather than conceptual.

Therefore:

Include all the relevant people who are in in each meeting.

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When you can’t get the whole system in the room, the 3 × 3 rule might be feasible. nemawashi can be another approach and lead or follow don’t just do something, stand there!.

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