1. Same Old Problems? New Solutions? By Tamara Thorpe Tamara Thorpe Trainer | Coach | Consultant Region 2 NAFSA 2009, Albuquerque, NM

2. Learning Outcomes www.tntdevelopment.org  Understand Systems Theory and Thinking  Gain a new paradigm for organizational relationships and challenges  Better understand your role and impact in your organization  Ability to see systems and find leverage points to problem solve

3. Systems Theory/Thinking A system is a group of interacting, interrelated and interdependent components that form a complex and unified whole. www.tntdevelopment.org An approach to analysis that examines the linkages and interactions between the “whole” system.

4. www.tntdevelopment.org Characteristics of a System  Every system has a purpose  All of a system’s parts must be present for the system to carry out its purpose optimally.  A system’s parts must be arranged in a specific way for the system to carry out its purpose

5. www.tntdevelopment.org  Systems change in response to feedback  Systems maintain their stability by making adjustments based on feedback

6. Why See Systems?  Provides a more accurate picture of reality.  A perspective to help us see events and patterns in a new light.  Encourages one to think about problems and solutions in the long term.  If you can see the system than you can work with its natural forces to achieve the results you desire. www.tntdevelopment.org

7. Systems Thinking...  Emphasizes the whole rather than the parts and stresses the role of interconnectedness  Relies on circular feedback  Has a special terminology to describe systems behavior www.tntdevelopment.org

8. Activity: Who are you? Column A: Make a list of the various roles you have in your life (i.e. director, volunteer, teacher, wife, partner, etc.) Column B: Write down the adjective that best describes you in that role (i.e. competent, exhausted, fulfilled, challenged) www.tntdevelopment.org

9. Traditional Hierarchy TopsMiddlesBottomsCustomers

10. Activity: Conditions in Space  As a (top, middle, bottom, customer), describe your condition? What are your circumstances? (use adjectives)  Describe how you feel most often in your space?  What is your response to your condition and feelings?  Who do you blame for your condition, feelings and response? www.tntdevelopment.org

11. Predictable Conditions Overloaded Tops In the Crunch Middles Disregarded Bottoms Neglected Customer

12. www.tntdevelopment.org Disempowering Experiences Tops Burdened Middles Feel Torn Bottoms Oppressed Customers Screwed

13. www.tntdevelopment.org Predictable Responses Customers Hold “It” Responsible for Product Delivery Bottoms Slide into Middle Middles Hold Them Responsible Tops Suck it up

14. www.tntdevelopment.org The Blame Game BottomsCustomer MiddlesTops The Job Them It

15. www.tntdevelopment.org Relationship Breakdowns  Tops: territorial, fall into turf battles  Middles: alienated; never become a group  Bottoms: a cohesive entity, fall into pressuring one another into conformity or GroupThink  When relationships break down, explanations are tied to the personal characteristics of individuals

16. www.tntdevelopment.org How to Survive Tops Differentiate Middles Diffuse or Individuation Bottoms Integration

17. www.tntdevelopment.org How to Thrive Tops Differentiate and de-Differentiate Middles Integrate Bottoms Individuation and Differentiation

18. www.tntdevelopment.org Tops Find commonality with others, develop a common vision, share information, create coaching relationships, partner with others Avoid taking responsibility for everything. Keep it simple!

19. www.tntdevelopment.org Middles Develop mechanisms for sharing information and coaching one another, and fully commit to the mechanism Support one another in your projects and group’s mission Believe it’s possible! Disbelieve the myth of alienation

20. www.tntdevelopment.org Bottoms Let your diversity (in members and strategies) emerge to integrate them into the service of your systems mission. Change group mantra from “ In Unity There is Strength” to “In Diversity There is Strength” Integrate, meet regularly to share your experiences, mentor, support, coach one another on your various strategies

21. www.tntdevelopment.org Leverage An area where a small change can yield large improvements in a system.

22. www.tntdevelopment.org Finding Leverage Points Look for an opportunity: tightly focused, targeted interventions a solution of minimum effort, time, and cost a convenient short cut make a lot out of a little

23. www.tntdevelopment.org Places to Intervene  Information flows  The rules of the system (incentives, punishments, constraints)  The power of self-organization  The goals of the system  The system mindset or paradigm (where goals, rules, feedback structures arise)

24. www.tntdevelopment.org Brainstorm Consider the “Thriving” strategies, what are 1-3 actions you can pursue to create/leverage change in your position/organization.

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26. Questions and Discussion