Change management for systemic leaders

Change management often concerns itself with a new view for the future. We want to get rid of something. Or we want to move towards something. That new spot on the horizon is beckoning. How do you support the system in making a sustainable, effective transition?

Systems within organisations

Every organisation is made up of systems, with their own patterns and dynamics. And each system, in turn, is part of a larger system. For example, a team is a system. And a team is part of a department. A department is part of a business unit. A business unit is part of an organisation. An organisation is part of an industry. And a location. And so on.

In zooming out, 2 important pillars of the systemic perspective reveal themselves:

1. The system as a whole has different properties from the sum of its parts.
2. Patterns from the larger system often spill over to subsystems. Conflicts, for example, often reflect unresolved conflicts from the larger system.

A system (or pattern, dynamics or situation within it) is thus never isolated. And with that, a change is never isolated either.

A balanced point of view for a stable change

Sustainability finds its origin at the root of change. The inner stimulus that initiated the change plays an important role.

Are we setting ourselves against something with the change? Do we no longer want to make mistakes or make wrong decisions? Do we think we can do better than our predecessors? That starting point contains many judgements, which the system will carry into new patterns.

Or do we wish to go somewhere? In doing so, do we look neutrally or even gratefully at what is or has been? Are we going to change with inclusion of the complete past? That gives peace to the system.

What supports the system during change?

As a systemic leader, you should be aware of the following when you want to initiate a change or transition:

1. Systems want to be complete.
   If you do not pay attention to that which has been lost or is in danger of being lost, then it is precisely in the non-recognition, the hiding away of a painful event or situation, that new patterns will emerge that keep reminding the system of that which ‘must’ be forgotten. It becomes a demon that keeps demanding attention.
2. Change therefore starts with taking the world as it is.
   You cannot change without including what is or was. Because the more you want to get rid of something, the stronger the pattern becomes. Systems require honesty, clarity and acceptance about the path that has been taken and all the obstacles that have come along with it.

For the systemic leader, therefore, the question for every change is: what reality must be faced in order to take the next step?

Leading from a systemic perspective

The systemic view is an addition to the leadership qualities you already possess. It brings new insights – from the head as well as the heart, about the whole and individual employees – allowing the organisation and the people within it to truly develop sustainably.

You can read more about this in What is systemic leadership?