An organization is an interrelated set of functions (*systems) which has evolved to solve problems.

An organization is an interrelated set of functions (*systems) which has evolved to solve problems.  Robertson (2013) n states that without a clear understanding of the problems and challenges of the entire organization it would be difficult to run an organization effectively. The challenge is that many leaders tend to focus attention on the behaviours and events associated with organizational problems rather than the system and structures that created the problem. Under the circumstances, it is critical that managers and leaders view organizations as total systems which is social in nature.  Robertson (2013)

An organization can be classified as a social system and the issue of thinking about organizations as systems has a long history.  Cusins (1994) describes systems l thinking as a way of thinking about or understanding a dynamic process. Accordingly, several critical factors are necessary to understand first a system and how system thinking operates.  Cusins (1994) states that a system is defined by its environment, it has an arbitrary boundary, inputs crosses the boundary into the system, and within the system inputs interact in a transformation process to change inputs into outputs. It is also useful to note that a system is not just a unitary whole but is composed of interdependent systems, each functioning on its own but each also contributing to the universal system.

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In system thinking several key components are necessary.  In the first instance, it facilitates an individual to visualize or see beyond the individual sub systems. Secondly the process involves thinking in circular patterns or loops and constantly obtaining feedback. Thirdly, it facilitates the understanding of how the whole system operates and focuses on what the issues and challenges are and solving the issue. Finally, through detailed examination and observations, it allows the detection of patterns so that one sees the whole picture thus facilitating the implementation of measures to ensure the effective running of the system.

When one examines a system holistically rather than the subsystems it assists in the understanding of the interrelationships between the various sub components (systems) and how challenged in one part of the system may have positive or negative implications for the entire system.

The use of system thinking is no panacea for solving all organizational problems or organizational success. Not- withstanding the above statement Skarzauskiene (2010) states that the application of systems thinking assists in the realization of various interrelationships and helps to identify, regularities or irregularities, understanding system forces that forces change, the identification of sources of resistance creating a perspective and exerting influence to change.

References

Derian Robertson, M. (2013). Systems thinking and six sigma: Exploring an integrated model for quality management (Order No. 3603338). Available from ABI/INFORM Collection. (1469024745). Retrieved from https://lopes.idm.oclc.org/login?url=http://search.proquest.com.lopes.idm.oclc.org/docview/1469024745?accountid=7374

Skarzauskiene, A. (2010). Managing complexity: Systems thinking as a catalyst of the organization performance.  Measuring Business Excellence, 14(4), 49-64. doi:http://dx.doi.org.lopes.idm.oclc.org/10.1108/13683041011093758

Cusins, P. (1994). Understanding quality through systems thinking.  The TQM Magazine, 6(5), 19. Retrieved from https://lopes.idm.oclc.org/login?url=http://search.proquest.com.lopes.idm.oclc.org/docview/227631068?accountid=7374

DQ 2
According to Arnold and Wade (2015) systems thinking is composed of elements, interconnections and a function or a purpose.  Interconnectedness is what brings all the elements or functions of an organization together to operate as one seamless fashion.  This is especially important as globalization and technology continue to increase the speed of information, while decreasing the impact that distance has historically had on organizations.  This requires organizations to not only understand the structure and dynamics between organizations, but also speak a common lexicon that enables greater collaboration between organizations as well (Arnold & Wade, 2015).  The benefit of systems thinking is that it allows organizations to work with other elements to achieve the mission of the organization by increasing communication across organizations.  This communication helps to clearly define missions, and how the organizations can efficiently work together.  The concept reminds me a lot of joint operations in the military where the different military services must understand the structure and capacity of each partner in order to complete the mission of the government.

Arnold, R. D., & Wade, J. P. (2015). A definition of systems thinking: a systems approach. Procedia computer science, 44, 669-678.

DQ 3
System thinking is about thinking as whole instead of parts. Systems thinking focus on how the thing being studied interacts with other parts of a bigger system, by utilizing this approach it allows for many difficult types of problems to be effectively solved. Key components of systems thinking include recognizing, understanding and synthesizing the interdependencies in a set of components created for a specific purpose. In addition, through systems thinking a leader is able to recognize patterns and loops, which in result helps in, identify how each part is connected to the next part as a whole in a system. Reed (2006) explains that systems like a human body is compose of parts that affect the performance of the whole. Same analogy exists for organizations. An organization is composed of many departments and processes that all come together as a whole. By identifying each part in an organization and understanding how each part functions, it is much easier to understand the whole and be able to identify areas for improvement. This process will allow a system to change, make adjustments or just allow for it to balance out on its own.

Reed, G. g. (2006). Leadership and Systems Thinking. Defense AT&L, 35(3), 10-13.

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DQ 4
In the simplest terms, systems thinking is an analytical process to solve problems (Sardone, 2017).   Sardone (2017) argued that systems thinking can develop through the analysis of interconnectedness to find meaning through exploration.   There are several theories in systems thinking. In this discussion, this learner will look at two system theory models to outline components and interconnectedness of systems theory.

Iceberg Theory

Tadeja (2016) argued that an analytical approach to systems thinking may best outline components though the “Tip of the Iceberg” theory.   “an excellent example of the analytical approach will be shown in so called “the tip of the iceberg” theory, where events represent analytical thinking and structure or base of the iceberg represents systems approach” (Tadeja, 2016, p. 511). While the tip of the shows events, the iceberg does not necessarily represent the whole of the system. When looked at from above, one will find that nearly 87% of the iceberg lies below the surface (Tadeja, 2016).   However, the iceberg can represent the components of systems thinking where if one could pull the iceberg from the water, then one could see the big picture. Second, just below the surface, one could argue that trends exist to describe the events above the surface, but with systems thinking one could argue that by applying feedback loops will help define and refine processes. Lastly, is the foundation by which to solidify and examine the observed patterns of interest.

Universal Systems Theory

One can also see similar components within the Universal Systems Model where Sardone (2017) argued that that universal components in this model includes a need or goal with input, process, output with feedback loops into input and process. One example that Sardone (2017) examined is the public school systems that outline the need for education, government resources required to effectively establish the school systems (input), state and local schools establish the processes (process), whereby children learn and are assessed (output) and then of course the feedback loops to gain further resources and tweak processes.

References:

Tadeja Jere, J. (2016). Systems Approach for Contemporary Complex Tourism Systems. International Journal for Quality Research, Vol 10, Iss 3, Pp 511-522 (2016), (3), 511. doi:10.18421/IJQR10.03-05

Sardone, N. B. (2017). Building Bots to Develop Systems Thinking. Science Scope , 40(5), 32-41. Retrieved February 3, 2017 https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=ehh&AN=120423453&site=eds-live&scope=site

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