Running head: Paradigms of Systems Thinking

Paradigms of Systems Thinking

Fahad Iqbal
MGMT 8020
12th June 2013

Paradigms of Systems Thinking

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Paradigms of Systems Thinking

Systems thinking approach rationalizes on the discipline of viewing systems in a holistic

manner. It fosters the ability to identify patterns of change that governs a system rather than a
snapshot of a process. Systems thinking signify the interrelation between various components
and the ability of an organization to develop the complete awareness of the system.
Paradigms surrounding a system induce feedbacks that require a system to balance itself.
Let us take a simple example of driving a car, the more the accelerator is pressed - the faster the
car accelerates; but external attributes such as rain or snow changes the way we accelerate, as the
amount of acceleration required would be different compared to a normal day. These attributes,
based on the structure, creates the behavior of the system that is in a state of endlessly adapting
or reacting to the external factors. Meadows (2008) define resilience, hierarchy, and selforganization as the characteristics of a system.
Resilience
Resilience is the ability of a system to recover from an undesirable state that may have
altered due to internal or external influence. Meadows (2008) argue that feedback loops creates
the resiliency in the system. Senge (2006) argues that feedbacks that reinforces or counteracts
(balances) each others actions. Resilience may be built in the system or they may evolve as a
the consequences of various feedbacks. In the case of driving, a driver, when encounters a
sudden mishap on the road, reacts (feedback loop) in maneuvering the vehicle back to its original
state; this phenomenon of recovering is knows as resilience of the system that evolved because
of the feedback loops.
Self-Organization

Paradigms of Systems Thinking

Systems ability to learn, diversify, and evolve into a complex system is known as selforganization (Meadows, 2008). All systems, as they improve with various feedback loops, have
the ability to self-organize, create new structure, and demonstrate new abilities over time. In the
situation of driving, a new driver learns and improves their driving skills over a period and some
drivers will progress to a point where they may be able to demonstrate complex skills such as the
ability to perform stunts, drifting, dragging, doughnuts, and taking complex driving decisions.
Hierarchy
Systems or a part it follows a hierarchical organization. Meadows (2008) argue, in the
process of creating new structures and increasing complexity, on thing that a self-organizing
system often generates is hierarchy. Hierarchical systems are more efficient as they maintain
only a certain amount of information related to their operations and no level of a system is
overloaded, which creates a higher level of resiliency and stability in the overall system. It
consists of a dynamic flow of interactions that is non-summative, irreducible and integrated
(LaszLo, 2012). Hierarchical systems may be separable from each other while they still function
individually. In the example of driving, the driver and the car are two separate systems. A driver
uses his driving aptitude as an input to the car that responses with various results. The car in this
example is a subsystem managed by the main system i.e. the driver. A feedback from the car
changes the approach of the driver who then balances the system with counteractions.
Conclusion
The approach of systems thinking enables us to identify various interrelations and
paradigms that constitute a system. The holistic view of a system empowers learning
organizations in incorporating more effective and efficient characteristics in the system that
ensures sustainability.

Paradigms of Systems Thinking

References
LaszLo, K. C. (2012, November 26). From systems thinking to systems being: the embodiment
of evolutionary leadership. Journal of Organisational Transformation & Social Change,
9(2), 95-108. doi:10.1386/jots.9.2.95_1
Meadows, D. H. (2008). Thinking in systems. Vermont: Chelsea Green Publishing.
Senge, P. (2006). The fifth discipline: The are and practice of learning organization. New York:
Doubleday.