In my newly issued book, El Liderazgo Colaborativo, I introduce four interdependent systemic approaches to carry out diagnosis and five system containers to facilitate organizational learning and collaboration.
Systemic diagnosis assumptions
Classical diagnosis approaches set that “causes” precede “symptoms”; therefore, they have different status. Causes are usually part of “evidence”, while symptoms are usually part of “interpretation” of the evidence according to a model; interpretation is a kind of explanation.
Systemic diagnosis sets four assumptions:
- The first assumption sets that system adaptation is an ongoing opening up and learning process happening at individual, teams and large system levels. This process is strongly connected to a closing up process happening at the same three levels.
- The second one sets that learning (opening up) and resistance (closing up) to learn and adapt go together, also at the three levels. Both are system active processes: although people may feel not so satisfied/happy with current business culture, they are more resistant to losing this reference than to co-create a new business vision that increases their future utility. Systems culture is antagonistic to systems vision.
- The third assumption sets that individual and team learning should happen within a number of system containers or platforms that set collective direction and subsequently provide shared purpose or shared meaning to them. Aligning people to brand values, as a business container, doesn’t mean building an obliged hierarchy but a commited network.
- The fourth one sets that any emergent agent should pay attention to learning and to resistances at the same time. This dual or ambivalent focus falls under the adaptive complexity, a sort of empirical term many use without a clear understanding about the meaning.
Many system leaders end up by adopting linear approaches, very disruptive for people and teams.