Organisation development (OD) is not an event but a practice. It involves an ongoing, systematic process of implementing effective organisational change. OD is both a field of applied science focused on understanding and managing organisational change and a field of scientific study and inquiry.
As systems leadership with its origins in in systems thinking contintues to takes hold, there will also be a growing body of knowledge and some contested theories, approaches and methodology emerges. This can be confusing for those new to this way of leading. We help simplify and what these conepts me with interventions and optional architecture that brings it to life naturally. There may be some signifant unlearning for those from traditional vertical and process led organisations. However, many will already be practicing these ways of thinking but are unaware. Humans are naturally suited to working in this way, but we have learned ways to operate organisations which worked well for us in the past but don’t serve us as well now. If you think of where we originate then you will find a family system in order for the child to survive. So most understand that when one part of that family system reacts it has an effect on anther part of the system. We help make it simple by applying it in practice and getting the job done while learning and devlopment occur.
On this linked page you will find more information about the approach. We have also put some key links open to all but we have more in our basecamp. We have inlcluded some lectures which demystify and make the approaches helpful to how you work and your organisation.
Systems Thinking Applied
Systems thinking is at the core of all we do in system leadership. It has been around for thousands of years but is relatively new for some areas including health and the NHS, less so for council colleagues and education sector. It was increasingly introduced in the NHS from 2015 and has become more prominent since 2021. Many of the origins of leading in the relational way are from the behavioural sciences and linked to Tavistock Tradition approach to human relathions. A popular and simple way that works well is Living Systems Leadership. In this approach organisational development is everyone’s business. We have explored this more on this link: What we mean by Systems Leadership
A move away from programmatic courses to an approach, supported by OD, experienced senior leaders, transformation leads who are pivotal in creating enabled leadership. A Systems Leadership CoP is introduced with our interventions as a powerful sustainable mechanism for transformation that stays with the organisation. It is from the core outwards not top down and encourages matrix working, collaboration and listening to the whole system as one as well as key stakeholders.
Similarly, our focus on what we call the magic of the cohort for any system leadership development interventions. In all our initiatives we believe that we have an opportunity to ensure your leaders learn together to lead together. We are particulalry proud of the Innovation Challenges, with large group events that make use of our specialist consultants, led by a Tavistock Tradition lead who are trained to work wiht whole systems in one space. These are very powerful and enable rapid transformation, often apparent within the event. We use a dialogic and simple structure with a key aim that participants are held in a safe space to explore together and sensemake on some of their most difficult (wicked) problems. It creates a challenging but invigorating space with a focus on enabling curious converstations that continue long after the event.
We spend a significant time in preparation to ensure the success of the intervention. A crucial elemnt is bringing the key people together who are intentionally diverse.
In light of systems psychodynamics these interventions are applying OD to:
‘rather than functioning as a leaders of change, the role of organisation development is one of providing containment, understanding and facilitation for others to take up their roles responsible in their change process’ David Lawlor, 2023
OD facilitators and practitioners are trained to enable organisational development through a variety of intervention techniques and may use different but simple tools, our favourite are illustrations. All consultants will draw upon behvaioural sciences and methodolgies which bring out the best in individuals, groups and will all be holding the whole system in mind. Underpinning this complex facilitation approach is the understanding that group is a powerful element of transformation. This is in contrast to other simplistic OD focusing on one object and output, which can distract from what is going on. During whole programmes we may utiliise a range of insights tools, as needed but the work we do will always be about getting just under the surface and working at the boundary of the intersection of the systems. In this way the individual is worked with in relathion to the overall system purpose.
Systems psychodynamics is niche and is headed up by Sarah Phillips who was trained at the world renowned Tavistock in 2004. This approach draws upon psychoanalysis, psychodynamics, social anthropology, complexity theory, action research, open systems theory, systems thinking and socio-technical systems (STS) which is an organisational development approach to complex organisational work design that recognises and studies the interaction between people in their different roles, tasks and sub-systems and the technologies of their workplace.’ Lawlor, Sher 2023 p3 Tavistock Institute. The Tavistock is the home or orgnisational development, meaning many of the leading thinkers and thoeries emerged from here. Sarah combines this core approch with other methodologies and concepts as helpful according to the needs of each organisation. She works with specialists in each area so that each project is bespoke built in a way that work for that unique organisations.
A complex adaptive space is key to system synergy and we create these spaces to create innovative climates. Accelerated design events and innovation challenges are examples. Listen here to Mary Uhl-Bien about the power of these spaces. Many have seen this in action during Covid-19 and by creating an environment conducive to working with complexity we can see dramatic and rapid change across entire systems. In system spaces (Collaborative groups and initiatives) Sarah Phillips observed that people are able to disentangle from their own organisations, specialisms and roles in the hierarchy and utilise what Sarah Phililps calls ‘System Stretch’ becoming system first while also anchored in their own organisations and roles. To do this continues to require support from leaders and facilitators as people learn how to collaborate to innovate together and avoid the pitfalls such as collaboration lab and initiative overload all leading to lack of coherence and use of joint energy, resulting in inaction, or in the worse case organisational (system) inertia. You can also learn about this as a whole system transformation here from Mary. This was applied in a large ICS in England from 2022 to 2024 as a part of a two year contract employed on staff as Culture and Improvment followed by Talent and Leadership Subject Matter Expert.
Living Systems Leadership
We have placed content helpful for system leaders everywhere but with a specific focus on what is needed in human systems. Simple applications and practice of Myron Roger’s Maxim’s are a helpful way to apply this way of thinking to every day work and development. Sir David Nabarro, Living Systems approach has been applied with some examples of how to make this happen.
Myron’s Maxims:
- People Own what they help create
- Real change happens in real work
- Those who do the work do the change
- Connect the system to more of itself
- Start anywhere, follow everywhere
- The Process you use to get to the future is the future you get
People own what they help create: Bring in people right from the beginning. Avoid doing to. We do with.
Real Change Happens in Real Work: Change is part of what we do, it is part of everyone’s role and should be enabled to lead.
Those who do the work do the change: Who are we serving? Those closest to the work know the issues, challenges and given the right situations can uncover the solutions. Bringing people togethor, no matter what role, level or specialism gives over responsibility for discovery, learning and change. Interventions that create networks and connections have the most chance of significant transformation.
Connect the system to more of itself: Making sense of complex social systems requires bringing making it visible and enabling connection. This releases collective intelligence and innovation as people understand more of the system. It is relational work and crucial to create self-sustaining momentum.
Start anywhere follow it everywhere: It important to make a start and then vital to follow it everywhere. This is test and learn approach and can have options to enable oversight with ability to act at the point of most need. This experimental approach is crucial in systems working as one way, from one partner will not work. A deeper understanding as it disturbs the system is crucial.
System Leaders Attributes
- Influencing without formal authority
- Challenging the status quo
- Releasing the potential of human systems
- Consulting mindset and skillset
- Self as courageous role model
- Helpful Literature on Systems Leadership
Foundations in System Leadership – Available for all Health and Care – Free of charge.
System Synergy 