Using systems thinking tools to help Australian managers increase their capacity for perception

Abstract

Suggests that a major shift in the way organizations are currently managed is required if Australia wants to enhance its future competitive position. Australia needs to capitalize on its perceived strength of being hard working, flexible and innovative while overcoming its lack of strategic perspective. Discusses two case studies where the application of systems thinking tools and the surfacing of mental models have helped managers overcome their short‐term thinking and start to take control over their own futures. The case studies demonstrate how it is possible to start surfacing mental models and for the participant to learn how these affect the organization. The major learning is that the tools can be applied to most types of organization, no matter how far down the “learning organization path” they have travelled. The key is how the tools are applied and how skilled the facilitator is in creating a safe and open environment for reflecting and exposing mental models. The case studies show that the application of systems thinking tools can be rewarding and as a result we encourage practical experimentation.

Citation

Wreme, E. and Sorrenti, S. (1997), "Using systems thinking tools to help Australian managers increase their capacity for perception", The Learning Organization, Vol. 4 No. 4, pp. 180-187. https://doi.org/10.1108/09696479710170905