Systems Thinking: People

It's Just People All the Way Down: The Core of Systems Thinking

Introduction: Empowering Humanity Through Systems Thinking

As a prolific exponent of systems thinking, my mission is bold yet essential: to create at least 100 million new systems thinkers worldwide within the next decade and to establish systems thinking as a foundational skill in primary education globally, alongside critical thinking, math, and literacy. This ambitious goal is rooted in the conviction that systems thinking is not merely an academic pursuit but a transformative tool for understanding and influencing the complex systems that shape our world.

At its core, systems thinking can be distilled into a simple yet profound definition: “understanding and influencing systems.” It is a paradigm that recognizes the interconnectedness and interdependence of elements within a system, be it an ecosystem, an organization, or a societal structure. By adopting a systems perspective, we can identify patterns, anticipate consequences, and make informed decisions to drive positive change.

Central to the systems thinking framework is the recognition that people are the fundamental drivers of all systems. As the mantra goes, “it's just people all the way down.” This principle acknowledges that systems are designed, built, and operated by humans, and it is through understanding and influencing human behavior that we can shape the systems around us. Communication and relationships serve as the vital conduits through which this influence flows, making them the keystones of effective systems thinking.

To anchor this exploration of the human-centric aspects of systems thinking, we will unpack five powerful mantras. These mantras serve as more than mere phrases; they are distillations of centuries of wisdom, encapsulating key principles and insights that can guide our thinking and actions. By embodying these mantras, we can cultivate a mindset that is attuned to the complexities of systems and equipped to navigate the challenges they present.

The five mantras we will explore are:

1. “It's just people all the way down!” This mantra emphasizes the primacy of human elements in all systems, reminding us that understanding people's motivations, behaviors, and interactions is crucial for effective system design and management.

2. “Relationships yield results!” Strong interpersonal connections are the foundation for achieving desired outcomes in any system. This mantra highlights the importance of building trust and fostering collaboration to drive success.

3. “Get the right people talking!” Involving relevant stakeholders and experts in decision-making processes is essential for addressing issues comprehensively and making informed decisions that lead to successful outcomes.

4. “Silos are for farmers!” This mantra critiques the compartmentalization that often hinders communication and cooperation in organizations, advocating for breaking down barriers to enhance overall system efficiency and responsiveness.

5. “Culture eats strategy for breakfast!” Organizational culture has a profound impact on success, often outweighing even the best-laid strategic plans. Aligning culture with strategy and cultivating a strong, adaptive culture is crucial for driving and sustaining success.

By unpacking these mantras and exploring their implications, we will gain a deeper understanding of how people, communication, and relationships form the bedrock of effective systems thinking. Through this lens, we can develop strategies for influencing systems at various scales, from personal interactions to global challenges.

Mantra 1: “It’s just people all the way down!”

During an enlightening interview with educator Lara Cardona Morrissette, I posed a question about the centrality of people in systems thinking. Her response was both succinct and profound: “It's just people all the way down.” This statement, echoing the humorous internet meme “it's just turtles all the way down,” encapsulates a fundamental truth about systems: humans are at the heart of it all.

An internet denizen once asked “What is the turtle standing on?” and the answer was “It’s just turtles all the way down!” - For systems, it’s just people.

The idea that systems are inherently human-centric was a recurring theme throughout my research into systems thinking. Every systems thinker I engaged with shared a similar sentiment, emphasizing the paramount importance of understanding people, communication, and relationships in navigating and influencing systems. This realization, while initially surprising, became a reliable pattern that reshaped my perspective on systems thinking.

At their core, systems are built for and by humans. Whether we are examining an organization, a community, or a global network, the driving force behind these systems is human activity. Most systems are not just influenced by humans but are composed of humans, with individuals and groups forming the building blocks of the system's structure and function.

This understanding underscores the critical importance of developing a deep understanding of human behavior, motivation, and interaction for anyone seeking to be an effective systems thinker. It requires a multidisciplinary approach, drawing from fields such as psychology, sociology, anthropology, and communication studies.

Effective communication is another crucial aspect of navigating human-centric systems. This encompasses not only the clarity and effectiveness of information exchange but also the ability to listen, empathize, and build rapport with others. By fostering open and constructive communication channels, systems thinkers can facilitate understanding, alignment, and collaboration among the individuals within a system.

Relationships form the connective tissue of human-centric systems. The strength and quality of these relationships can significantly influence the flow of information, resources, and influence within a system. Building and maintaining positive relationships requires skills such as emotional intelligence, conflict resolution, and negotiation. By cultivating strong interpersonal connections, systems thinkers can create a foundation of trust and cooperation that enables more effective problem-solving and decision-making.

Humans as Emotional Creatures

One of the most crucial aspects of understanding people in the context of systems thinking is recognizing that humans are, first and foremost, emotional creatures. Our emotions play a central role in shaping our perceptions, decisions, and behaviors, and they have a profound impact on the systems in which we operate.

From a biological perspective, the human brain is primarily wired for emotional processing. The limbic system, which includes structures such as the amygdala, hippocampus, and hypothalamus, is responsible for our emotional experiences and responses. This ancient part of the brain evolved long before our more rational, logical capabilities, which are largely housed in the neocortex.

Humans are, first and foremost, emotional creatures. Anyone who says otherwise is selling something!

The primacy of emotions in human cognition is evident in the concept of “limbic hijacking,” a term coined by psychologist Daniel Goleman. This occurs when our emotional responses override our rational thinking, particularly in situations of stress, fear, or anger. During a limbic hijack, the amygdala, which is the brain's emotional control center, takes over, bypassing the neocortex and leading to reactions that are often impulsive and irrational. Your lizard and mammalian brain can literally switch off your evolved sapiens brain.

This understanding challenges the notion of humans as purely rational beings, a view that has long been promoted by philosophical traditions such as Stoicism. While Stoicism emphasizes the importance of logic and emotional control, it may not fully account for the biological realities of human emotion. Attempting to suppress or ignore emotions, rather than understanding and managing them effectively, can actually hinder our ability to navigate complex systems.

In fact, emotions serve a crucial evolutionary purpose. They help us quickly assess situations, prioritize information, and respond to threats or opportunities. Emotions also play a vital role in social bonding, empathy, and communication, all of which are essential for building and maintaining the relationships that form the basis of human-centric systems.

However, this is not to say that rationality and logic have no place in systems thinking. Rather, it suggests that effective systems thinkers must develop the ability to integrate both emotional and rational considerations. This requires a high degree of emotional intelligence, which involves recognizing and managing one's own emotions, as well as understanding and responding to the emotions of others.

Acknowledging the centrality of emotions in human experience also has implications for how we design and manage systems. Rather than attempting to eliminate emotions from the equation, we should strive to create systems that are emotionally intelligent – that is, systems that are attuned to and responsive to the emotional needs and experiences of the people within them. This can involve designing environments and processes that promote emotional well-being, fostering a culture of empathy and understanding, and providing resources and support for emotional management and resilience.

Recognizing that humans are emotional creatures is not a weakness or a limitation in systems thinking. Instead, it is a key insight that can help us develop more effective, compassionate, and resilient approaches to understanding and influencing the systems that shape our lives. By embracing the emotional dimensions of human experience, we can tap into a powerful source of motivation, connection, and transformation, and create systems that truly serve the needs and aspirations of the people within them.

Mantra 2: “Relationships yield results!”

The second mantra that emerged from my research into the human-centric aspects of systems thinking is “relationships yield results.” This powerful phrase, shared by Sean Hawthorne, a regional director of a talent development and staffing firm, encapsulates the idea that the quality and strength of relationships within a system are directly tied to the outcomes that system produces.

At its core, this mantra emphasizes the importance of interpersonal connections in achieving desired results. Whether we are looking at a team, an organization, or a complex network of stakeholders, the ability to build and maintain positive relationships is often the key determinant of success.

In many ways, “relationships yield results” builds upon the foundational understanding that “it's just people all the way down.” If people are the fundamental units of systems, then relationships are the bonds that hold those units together and enable them to function effectively. Without strong relationships, even the most well-designed system can fall apart or fail to achieve its potential.

The power of relationships in driving results can be seen across a wide range of contexts. In business, for example, strong relationships with customers, suppliers, and partners can lead to increased loyalty, better collaboration, and more innovative solutions. In education, positive relationships between teachers and students, as well as among students themselves, can foster a more engaging and effective learning environment.

At the interpersonal level, relationships are the conduits through which trust, understanding, and influence flow. When we have strong relationships with others, we are better able to communicate effectively, navigate conflicts, and work towards common goals. We are also more likely to have access to valuable resources, such as information, support, and opportunities, that can help us achieve our objectives.

However, building and maintaining relationships is not always easy, particularly in complex systems with diverse stakeholders. It requires a significant investment of time, energy, and emotional capital. It also demands a range of interpersonal skills, such as empathy, active listening, and conflict resolution. One book I recommend to everyone is Survival of the Savvy by Brandon and Seldman. It’s about building and maintain corporate relationships.

Effective systems thinkers understand that relationships cannot be taken for granted or treated as a one-time investment. Instead, they prioritize the ongoing cultivation and nurturing of relationships as a critical component of their work. This involves regularly engaging with stakeholders, seeking to understand their perspectives and needs, and finding ways to create mutual value.

One key aspect of building strong relationships is authenticity. People are more likely to trust and engage with others who are genuine, transparent, and consistent in their words and actions. Authentic relationships are built on a foundation of shared values, mutual respect, and a commitment to open and honest communication.

Another important factor is inclusivity. In any system, there are likely to be a range of stakeholders with diverse backgrounds, experiences, and perspectives. Building relationships that are inclusive of this diversity can lead to a richer understanding of the system, as well as more creative and effective solutions. This requires actively seeking out and valuing different viewpoints, as well as creating spaces and processes that enable all voices to be heard.

There are countless communication and meeting frameworks, as well as theories of engagement. From consensus models to negotiation tactics to emotional intelligence frameworks. My top recommendations are:

• Consensus Through Conversations by Larry Dressler

• The Power of a Positive No by William Ury

• Hold Me Tight by Dr. Sue Johnson (EFT applies to all relationships!)

Communication: The Key to Influencing People and Systems

Under the mantra “relationships yield results,” communication emerges as a crucial subsystem that enables the building and nurturing of effective relationships. The best systems thinkers are expert communicators, recognizing that communication is the most powerful tool for influencing people and, by extension, the systems they comprise.

At its core, communication is the process by which we exchange information, ideas, and emotions with others. In the context of systems thinking, communication serves as the primary means of building shared understanding, coordinating action, and driving change. It is through communication that we can articulate our vision, persuade others to join our cause, and mobilize collective effort towards a common goal. Lines of communication are the connective tissue of relationships, and therefore, also of systems.

A key insight in systems thinking is that all systems are, fundamentally, people systems. Whether we are looking at an organization, a community, or a global network, the driving force behind these systems is human interaction and decision-making. As such, the ability to communicate effectively with and influence people is a critical skill for any systems thinker.

This is particularly evident in the example of the project to create 100 million new systems thinkers. To achieve this ambitious goal, communication is essential. By leveraging platforms such as blogs, books, and YouTube videos, I sharing my ideas, insights, and strategies with a wide audience, exponentially amplifying my impact.

However, effective communication in systems thinking goes beyond just transmitting information. It also involves a range of interpersonal skills and strategies that enable us to build trust, navigate conflicts, and influence behavior. These include:

1. Active listening: The ability to fully attend to and understand what others are saying, both verbally and non-verbally. By listening deeply, we can gain valuable insights into people's perspectives, needs, and concerns, and build empathy and rapport.

2. Verbal and written skills: The ability to express ourselves clearly, concisely, and persuasively, whether through spoken or written words. This includes adapting our language and style to different audiences, using compelling examples and analogies, and crafting narratives that resonate with people's values and emotions.

3. Nonverbal communication: The ability to convey meaning and build connection through body language, facial expressions, tone of voice, and other nonverbal cues. By aligning our nonverbal communication with our words, we can increase our credibility, build trust, and create a sense of authenticity and presence.

4. Negotiation and conflict navigation: The ability to find mutually beneficial solutions to disagreements or competing interests. This involves skills such as perspective-taking, creative problem-solving, and finding common ground. By approaching conflicts as opportunities for learning and collaboration, we can build stronger relationships and more resilient systems.

5. Digital communication: The ability to effectively use technology to communicate and collaborate across distance and time. This includes skills such as online facilitation, social media engagement, and virtual team management. As more of our interactions move online, digital communication skills are becoming increasingly important for systems thinkers.

6. Narratives and storytelling: Understanding that narratives, from the grand narratives of religion, capitalism, democracy, and science, all shape the entire world. Down to personal and corporate narratives, and even fictional stories form the backbone of modern mythology.

7. Leadership: The ability to inspire, motivate, and guide others towards a shared vision. This includes skills such as articulating purpose, setting expectations, providing feedback, and recognizing achievements. By communicating in a way that empowers and engages others, leaders can create a culture of ownership, innovation, and continuous improvement.

Communication is the most exponential technology possible for systems thinkers. By mastering the art and science of communication, we can amplify our impact, scale our ideas, and catalyze transformative change. We can build bridges across boundaries, foster collaboration across silos, and create shared meaning and purpose.

Effective communication is essential for building the relationships that drive results in systems. It is the key to influencing people, shaping culture, and aligning action. And in a world of increasing complexity and interdependence, the ability to communicate across diverse perspectives and stakeholders is more important than ever.

For aspiring systems thinkers, then, investing in communication skills is not just a nice-to-have, but a critical part of their development journey. By continually honing their ability to listen, speak, write, and connect with others, they can become more effective agents of change, and help create a world where all people and systems can thrive.

Relationships: The Building Blocks of Systems

While communication is a critical tool for influencing people and systems, it is the relationships between elements within a system that truly form the foundation of systems thinking. All systems, at their core, are built on collections of entities or nodes that are interconnected through various types of relationships.

In the human context, relationships encompass the interpersonal connections and dynamics between individuals, such as those between friends, family members, colleagues, or even strangers. These relationships are shaped by factors such as trust, power dynamics, shared experiences, and communication patterns, and they can have a profound impact on how information, resources, and influence flow through a system.

However, relationships in systems thinking extend far beyond just human interactions. They can also include the connections between physical objects, such as the components of a machine or the infrastructure of a city. In these cases, the relationships are defined by how the elements interact, support, or constrain each other, and how changes in one part of the system can ripple out to affect other parts.

Conceptual relationships are another important aspect of systems thinking. These are the connections between ideas, beliefs, or mental models that shape how we perceive and interpret the world around us. For example, the relationship between the concepts of “growth” and “sustainability” can have significant implications for how we design economic systems or make decisions about resource use.

Temporal relationships are also critical in systems thinking, as they capture how elements in a system change and interact over time. These relationships can reveal patterns, cycles, and feedback loops that drive system behavior, such as the self-reinforcing dynamics of compound interest or the delays between cause and effect in complex systems.

From an even broader perspective, relationships can be seen as exchanges of energy or information between elements in a system. These exchanges can take many forms, from the flow of money in an economy to the transmission of signals in a neural network. By understanding the nature and properties of these energetic relationships, we can gain insight into how systems operate and evolve over time.

The power of relationships in systems thinking lies in their ability to create emergent properties and behaviors that cannot be predicted or understood by looking at individual elements in isolation. It is the complex web of relationships that gives rise to the adaptive, self-organizing, and often surprising dynamics that characterize real-world systems.

For example, the knock-on effects of economic policies can ripple out through a complex network of relationships between individuals, businesses, and institutions, leading to outcomes that may be difficult to anticipate or control. Similarly, the viral spread of a meme or idea through social networks is driven by the underlying relationships and communication patterns between people, rather than just the content of the message itself.

At an even deeper level, our relationship schemas and cultural paradigms around communication shape the very structure and function of the systems we create. The way we relate to each other, share information, and make decisions is not just a product of our individual choices, but is also constrained and enabled by the larger relational contexts in which we are embedded.

The centrality of relationships in systems thinking underscores the importance of taking a holistic, interconnected view of the world. Rather than focusing solely on individual elements or problems in isolation, systems thinkers strive to understand the larger patterns and dynamics that emerge from the complex interplay of relationships.

By cultivating a deep appreciation for the power and complexity of relationships, systems thinkers can develop more effective strategies for navigating and influencing the systems they are a part of. They can design interventions that leverage key relationships and feedback loops, anticipate unintended consequences, and foster more resilient and adaptive systems over time.

In a world that is increasingly defined by interdependence and complexity, the ability to think in terms of relationships is no longer just an academic curiosity, but an essential skill for leaders, changemakers, and anyone seeking to make a positive difference. By putting relationships at the center of our understanding and action, we can unlock new possibilities for transformative change and create a more thriving, sustainable future for all.

Mantra 3: “Get the right people talking!”

The third mantra that emerges as a crucial principle in systems thinking is “get the right people talking.” This simple yet powerful phrase encapsulates the idea that the most effective way to solve problems, make decisions, and drive change is to ensure that the right individuals are engaged in meaningful dialogue.

The universality of this mantra lies in its applicability across a wide range of human endeavors. Whether we are talking about a business meeting, a community project, a political negotiation, or a scientific collaboration, the quality and relevance of the people involved in the conversation can make all the difference.

In my own career in information technology, I witnessed firsthand the transformative power of getting the right people talking. Time and time again, I noticed a clear pattern: when the right individuals were brought together to discuss a problem or opportunity, issues were resolved quickly and effectively. The collective intelligence, experience, and perspective of the group allowed us to identify root causes, generate creative solutions, and mobilize action in a way that was simply not possible when working in isolation.

Any problem can be solved when you get the right people in the room talking to each other!

I cannot tell you how often I was considered the hero in my company when literally all I did was call the right meeting. Oddly enough, even the people who did the actual work thanked me profusely. I am still not sure why they gave me all the credit. Perhaps it’s because I helped them feel empowered and they felt good when the problems were solved quickly and effectively. But the above quotation is something I’ve said countless times to managers and directors. It’s not magic!

On the other hand, when the wrong people (or not enough of the right people) were involved in a conversation, the results were often suboptimal at best and disastrous at worst. Without the necessary expertise, stakeholder buy-in, or decision-making authority in the room, conversations would go in circles, critical information would be missed, and solutions would be incomplete or misguided.

So, who are the “right people” that need to be involved in a conversation? The answer will vary depending on the specific context and goals of the system, but some key categories include:

1. Stakeholders: The individuals or groups who have a vested interest in the outcome of the conversation and will be directly impacted by any decisions or actions taken.

2. Subject Matter Experts: The individuals who have deep knowledge or experience in a particular domain that is relevant to the conversation.

3. Decision Makers: The individuals who have the authority and responsibility to make key decisions based on the outcomes of the conversation.

4. Facilitators: The individuals who have the skills and experience to guide the conversation in a productive and inclusive way.

While getting the right people in the room is a critical first step, it is not enough on its own. The true magic happens when these individuals are actively engaged in meaningful dialogue with each other. This means creating an environment where everyone feels heard, respected, and able to contribute their best thinking.

There are several key signs that the right people are not fully engaged in a conversation. If certain individuals are consistently silent or disengaged, it may be a sign that they do not feel valued or that their perspectives are not being considered. Similarly, if a small number of individuals are dominating the conversation while others are not being heard, it can lead to suboptimal decisions and a lack of buy-in. Recurring conflicts or misunderstandings may indicate that the right people or perspectives are not being included in the conversation. Finally, if conversations consistently fail to generate meaningful action or change, it may be a sign that the right decision makers or influencers are not involved.

To ensure that the right people are not only present but also actively engaged, systems thinkers can use a variety of tools and techniques. Stakeholder mapping involves systematically identifying and prioritizing the individuals and groups who need to be involved in a conversation based on their interests, influence, and expertise. Power dynamics analysis examines the underlying power structures and relationships that may be enabling or constraining participation, and takes steps to create a more equitable and inclusive environment. Dialogue facilitation uses specific techniques and protocols to ensure that all voices are heard, that assumptions are surfaced and challenged, and that the conversation remains focused and productive. Boundary spanning actively seeks out and includes individuals or groups who may be outside of the traditional boundaries of the system, but who have valuable perspectives or insights to contribute.

As a systems thinker, this means constantly asking ourselves: Who needs to be part of this conversation? What perspectives are we missing? How can we create a space where everyone can contribute their best thinking? By keeping these questions at the forefront of our minds and consistently working to get the right people talking, we can build more effective, resilient, and equitable systems that benefit all.

The Art of the Meeting: Bringing the Right Minds Together

If you don’t have the right people, you shouldn’t have the meeting. It’s a waste of time.

Meetings, in their various forms and contexts, serve as the primary vehicle for bringing together the right minds and facilitating the conversations that drive progress and change.

At its core, a meeting is a gathering of individuals who come together to achieve a specific purpose or objective. Whether it's a project planning session, a community forum, a scientific symposium, or a diplomatic summit, the success of the meeting hinges on having the right people in the room and actively engaged in meaningful dialogue.

To master the art of the meeting, systems thinkers must become skilled at identifying and convening the right stakeholders, experts, decision makers, and diverse perspectives that are relevant to the purpose at hand. This involves a deep understanding of the system or issue being addressed, as well as the ability to navigate complex social and organizational dynamics. Keep your ear to the ground, and ask people if you don’t know. Many people instinctively cast a wide net and invite everyone to a meeting, using distribution lists. I prefer the direct method - message the key participants directly and say “I need YOU!” (like that Uncle Sam recruitment poster)

Once the right people are in the room, the focus shifts to creating the conditions for productive and inclusive dialogue. This means establishing clear goals and agendas, setting ground rules for participation, and using facilitation techniques that ensure all voices are heard and respected. It also means being attentive to power dynamics and taking steps to mitigate any imbalances or barriers to participation. I always try to keep my meetings to fifteen minutes. You either need to make a decision, share information, or solve a problem. Once that’s done, the meeting is over. I found that, over time, people trust that your meetings will be laser-focused and helpful, so they are more likely to show up!

As the meeting unfolds, the art of “getting the right people talking” involves skillfully guiding the conversation towards meaningful outcomes. This may involve asking probing questions, synthesizing insights, and helping the group find common ground and actionable solutions. It also means being adaptable and responsive to the evolving needs and dynamics of the group, and knowing when to step back and let the collective intelligence of the room take over. This is also where the consensus model comes into play. Generating high engagement and buy-in is about letting everyone feel like they own the solution.

When these elements come together, meetings become transformative experiences that unlock the full potential of the individuals and the system as a whole. Breakthroughs happen, relationships are strengthened, and the seeds of change are planted.

For example, imagine a community meeting convened to address a complex public health issue. By bringing together medical professionals, public health experts, community leaders, and residents with lived experience, the meeting creates a rich tapestry of perspectives and insights. Through facilitated dialogue and collaboration, the group is able to identify root causes, develop innovative strategies, and mobilize collective action in ways that no single individual or agency could have achieved on their own.

Or consider a scientific collaboration focused on tackling a pressing global challenge like climate change. By convening leading researchers from diverse disciplines, along with policymakers, industry leaders, and community stakeholders, the meeting becomes a powerful forum for cross-pollination of ideas and the development of holistic, systemic solutions. The collective intelligence of the group is harnessed to push the boundaries of what is possible and drive transformative change.

Mantra 4: “Silos are for farmers!”

The fourth mantra that emerges as a key principle in systems thinking is “silos are for farmers.” This pithy phrase, often used in business and organizational contexts, emphasizes the importance of breaking down barriers and fostering collaboration across different domains, disciplines, and departments.

In agriculture, silos are structures used to store grain or other bulk materials, keeping them separate and protected from the elements. While this is useful on a farm, the metaphor of silos in systems thinking represents the compartmentalization and isolation of knowledge, resources, and efforts that can hinder progress and innovation.

The mantra “silos are for farmers” challenges us to recognize and overcome the limitations of working in isolation or within narrow boundaries. It reminds us that complex systems and challenges often require diverse perspectives, expertise, and approaches to be effectively understood and addressed.

In my own journey as a systems thinker, I have repeatedly witnessed the transformative power of breaking down silos and fostering cross-disciplinary collaboration. One striking example comes from an interview with an agronomist who shared a keen insight about the physical layout of universities. They observed that the way departments and faculties are often housed in separate buildings or floors can have a profound impact on how knowledge is created and shared. When researchers and educators from different fields are physically separated, it can lead to intellectual silos and missed opportunities for collaboration and innovation.

This insight highlights the importance of intentionally designing our physical and social spaces to facilitate interaction and exchange across boundaries. Whether in academia, business, government, or any other sector, creating environments that encourage serendipitous encounters and cross-pollination of ideas is essential for fostering systems thinking and driving transformative change.

The mantra “silos are for farmers” also speaks to the limitations of narrow specialization and the value of interdisciplinary approaches. While deep expertise in a specific domain is undoubtedly important, the complexity of the systems we seek to understand and influence often requires us to draw upon multiple fields and perspectives.

For example, addressing a public health challenge like obesity requires not only medical and nutritional expertise but also insights from psychology, sociology, economics, urban planning, and other fields. By breaking down silos and bringing together diverse experts and stakeholders, we can develop a more comprehensive understanding of the system and identify leverage points for intervention.

Similarly, tackling a global challenge like climate change demands collaboration across scientific disciplines, policy domains, industry sectors, and cultural contexts. No single field or approach holds the entire solution, and progress depends on our ability to work across boundaries and develop integrated, systemic strategies.

The mantra “silos are for farmers” also reminds us of the importance of sharing knowledge and resources across domains. When information, data, and best practices are siloed within individual organizations or sectors, it limits our collective ability to learn, adapt, and innovate. By breaking down these barriers and creating mechanisms for exchange and collaboration, we can accelerate progress and drive systemic change.

For example, in the field of international development, there has been a growing recognition of the need to break down silos between humanitarian aid, development assistance, and peacebuilding efforts. Historically, these domains have often operated in isolation, with separate funding streams, organizational structures, and approaches. However, the complex challenges facing many communities – from conflict to climate change to poverty – require a more integrated, systemic approach that brings together diverse actors and resources.

Polymaths and Dilettantes: The Prismatic Nature of Systems Thinkers

Within the domain of systems thinkers, there is a strong emphasis on the value of interdisciplinary knowledge and the power of crossing traditional academic and epistemic boundaries. This is embodied in the idea that the best systems thinkers are often polymaths, dilettantes, and tinkerers – individuals who possess a wide range of interests and a curiosity that drives them to explore multiple fields and domains.

The term “polymath” refers to a person of wide-ranging knowledge or learning, someone who excels in multiple areas. In contrast, a “dilettante” is often seen as a dabbler, someone who engages in an activity superficially or casually. However, in the context of systems thinking, these labels matter less than the underlying ethos they represent – a willingness to venture beyond the confines of a single discipline and to embrace the interconnectedness of all knowledge.

As a systems thinker, I have personally experienced the power of this interdisciplinary approach. I was once called a dilettante rather than a polymath, with someone pointing out to me that “there's a big difference between a polymath and a dilettante.” However, from a systems thinking perspective, what matters most is not the label but the mindset – a recognition that all knowledge is interconnected and that any form of intellectual siloing can be harmful.

Systems thinkers, by nature, do not respect epistemic and academic boundaries. This does not mean that we are inherently bullheaded or rude (though we can be at times). Rather, it reflects a deep understanding that the complex challenges we face in the world today require us to draw upon insights and expertise from multiple fields and perspectives.

In my own work, I have witnessed the transformative power of bringing together people from diverse disciplines and backgrounds. One striking example comes from an interview I conducted with an agronomist who shared a fascinating insight about the physical layout of his research institution. He described how, out in the field, farmers, suppliers, and community managers all had to communicate and collaborate closely. But even back in the lab, he emphasized the importance of sharing the same building with colleagues from different fields – logisticians, botanists, ecologists, and more. Just being in close physical proximity, he noted, made a significant difference in fostering cross-disciplinary collaboration and breaking down silos.

This example highlights the fact that silos can take many forms – physical, intellectual, academic, and more. As systems thinkers, our role is to actively challenge and break down these barriers, to foster the flow of knowledge and ideas across traditional boundaries.

One way to conceptualize the systems thinker's approach to knowledge is the idea of being “T-shaped.” This means having a broad base of knowledge across many fields (the horizontal bar of the “T”), while also cultivating deep expertise in a few specific areas (the vertical stem of the “T”). This combination of breadth and depth allows systems thinkers to see the connections and patterns that others might miss, to draw upon a wide range of perspectives and tools in tackling complex challenges.

At the heart of this T-shaped approach is a fundamental curiosity – a drive to learn, to explore, to ask questions and to seek out new knowledge and insights. This curiosity is the prime signal of the systems thinker, the fuel that propels us to venture beyond our comfort zones and to engage with the world in all its complexity and interconnectedness.

There are countless stories of the limitations of intellectual siloing – of physiologists refusing to speak to anatomists, of tweedle dee and tweedle dum bickering over trivial differences due to social posturing, rather than intellectual rigor. As systems thinkers, we recognize the absurdity and the danger of these artificial divisions. We understand that the challenges we face in the world today – from climate change to social inequality to public health crises – require us to break free from the confines of individual disciplines and to embrace a more holistic, integrated approach.

This is where the true superpower of the systems thinker lies – in the ability to synthesize knowledge and insights from multiple fields, to see the connections and the patterns that others might miss, and to develop innovative, cross-disciplinary solutions to the complex challenges we face.

Mantra 5: “Culture eats strategy for breakfast”

The fifth and final mantra that emerges as a crucial principle in systems thinking is “culture eats strategy for breakfast.” This phrase, often attributed to management guru Peter Drucker, encapsulates the idea that an organization's culture is a more powerful determinant of its success than any strategic plan or initiative.

At its core, culture refers to the shared values, beliefs, behaviors, and norms that shape how people interact and work together within a system. It is the unwritten rules and the tacit assumptions that guide decision-making, problem-solving, and communication. In many ways, culture is the invisible fabric that holds a system together and gives it its unique character and identity.

The mantra “culture eats strategy for breakfast” reminds us that no matter how well-crafted or ambitious our strategies may be, they will always be filtered through the lens of the existing culture. If there is a misalignment between the strategy and the culture, it is the culture that will inevitably prevail. Good culture yields good strategy!

We can see this dynamic play out in countless examples across various sectors and domains. In business, for instance, a company may invest heavily in a new strategic initiative, such as a digital transformation or a merger, only to find that the existing culture – the entrenched ways of working, the resistance to change, the siloed mentalities – ultimately undermines and derails the effort.

Similarly, in the realm of social change, a well-intentioned policy or program may fail to take hold if it does not align with the deeply held beliefs, values, and norms of the community it seeks to serve. Without a deep understanding of the cultural context and a willingness to engage with and adapt to it, even the most promising interventions can fall flat.

The power of culture in shaping systemic outcomes is rooted in its ability to influence behavior and decision-making at a deep, often unconscious level. Culture is not just about what people say or do, but about the underlying assumptions and beliefs that drive those actions. It is the lens through which people interpret and make sense of the world around them, and it shapes the choices they make and the risks they are willing to take.

When Culture Goes Awry: Institutionalize Incompetence

While a strong, positive culture can be a powerful driver of organizational success, the flip side is also true. When a culture becomes toxic or dysfunctional, it can lead to a phenomenon known as “institutionalized incompetence” – a systemic acceptance of low standards, mediocrity, and even failure.

Institutionalized incompetence develops when an organization's culture normalizes and even valorizes subpar performance. It is a self-reinforcing cycle where low expectations lead to poor results, which in turn lower expectations further. Over time, this can create a pervasive sense of apathy, learned helplessness, and a resignation to mediocrity. Everyone jokes and agrees, stuck in a state of learned helplessness. Such cultures often punish and ostracize people who dare to try and do better!

There are several factors that can contribute to the development of institutionalized incompetence. Leadership and management practices play a crucial role in setting the cultural tone. When leaders exhibit or tolerate low standards, this attitude can quickly trickle down through the rest of the organization. A lack of accountability, where there are little to no consequences for poor performance, can also foster a culture of complacency. Once entrenched in the cultural, individual contributors will show solidarity and agree - there is no doing better, so stop asking!

Reward systems that prioritize the wrong behaviors, such as valuing tenure over performance or loyalty over productivity, can further reinforce mediocrity. Hiring and promotion practices that are based on factors other than merit, such as nepotism or favoritism, can also lead to a workforce that lacks the necessary skills and motivation to achieve high standards. Also, workers pay attention to who’s leaving. When the rockstars leave, everyone lowers their standards and starts looking for the exits. Brain drain is real.

In some cases, institutionalized incompetence can stem from a deep-seated fear of innovation and risk-taking. When the perceived consequences of failure are so severe, employees may prefer to stick to the status quo, even if it means perpetuating ineffective practices. This risk aversion can stifle creativity, experimentation, and the pursuit of excellence. I’ve heard of C-level blowhards who tend to punish everyone they talk to, casually throwing around insults and veiled threats. Little do they realize, they are just conditioning everyone to keep their heads down and avoid being seen at all. If there’s no benefit to standing up for an initiative, eventually people stop volunteering.

Fixing institutionalized incompetence is generally straight forward, though most are unwilling to go through the pain: you have to fire the culprits and shake up the organization.

1. Bring in new blood. This is the first thing that every organization I’ve been a part of has done when trying to pivot from a culture of mediocrity to a culture of excellence. I was generally a member of that new wave.

2. Take out the trash. Yes, this is offensive. But what most organizations do is identify the dead weight, the recalcitrant tyrants, and the well-connected whiners and isolate them, and make them uncomfortable until they get the point and leave voluntarily.

3. Shake everything up. Change the org chart. I had one director tell me that you should change the org chart every few years to prevent ossification from happening in the first place. If people become complacent, they get lazy.

While this framework is ruthless (I am no fan of corporate culture) it is effective.

Conclusion: Mantras for Mastering the Human Element of Systems Thinking

Throughout this exploration of the "people" pillar of systems thinking, we have delved into five powerful mantras that encapsulate the essence of this critical dimension. Let's briefly recap these mantras and their core messages:

1. “It's just people all the way down” reminds us that at the heart of every system are the individuals who create, maintain, and influence it. Understanding people's motivations, behaviors, and interactions is therefore paramount for effective systems thinking.

2. “Relationships yield results” emphasizes the centrality of interpersonal connections in driving systemic outcomes. Cultivating strong, trust-based relationships is key to facilitating collaboration, information flow, and adaptive change.

3. “Get the right people talking” underscores the importance of convening diverse perspectives and expertise to tackle complex challenges. By bringing together stakeholders, subject matter experts, decision-makers, and more, we can harness collective intelligence and drive transformative solutions.

4. “Silos are for farmers” challenges us to break down barriers between disciplines, sectors, and ways of thinking. Embracing a multidisciplinary, boundary-spanning approach is essential for understanding and influencing the complex, interconnected systems we face.

5. “Culture eats strategy for breakfast” asserts the primacy of organizational culture in shaping system behavior and outcomes. Aligning culture with strategic goals and values is crucial for sustaining high performance and adaptability.

These five mantras, while not exhaustive, provide a robust foundation for understanding and engaging with the human dimensions of systems thinking. They serve as a cornerstone alongside other critical pillars such as measurement, outcomes, goals, and networks.