Mental Models For Managing Change - Systems Thinking

Hi everyone, and welcome to a very special mini-series on The Inner Game of Change. I’m thrilled to take you on this journey as we explore something both timeless and practical: Mental Models for Managing Change.

Let’s start with a quick definition. A mental model is a framework or way of thinking that helps us understand the world, make decisions, and solve problems more effectively. It’s like a blueprint for how to approach challenges and navigate complexity.

Now, here’s a simple analogy: Imagine you’re driving to a new destination. Without a map, you might take wrong turns, waste time, or even get lost. But with a map—your mental model—you have a clear route, helping you avoid mistakes and reach your goal safer and faster.

In the same way, mental models give us a clearer path for managing change. They simplify complexity and guide us toward better outcomes.

And in today’s episode, we’re diving into a mental model that shifts the way we see problems and solutions—one that helps us move beyond quick fixes and truly understand the bigger picture: Systems Thinking. 

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Ali Juma
@The Inner Game of Change podcast

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Episode Transcript

Speaker 1 (00:08):
Hi everyone and welcome to Mental Models for
Managing Change.
I am your host, ali Juma, andtoday we are diving into one of
the most valuable mental modelsfor understanding and managing
complexity systems thinking.
If you've ever felt frustratedthat your solutions to problems
seem to create challenges, orthat changes in one area you

(00:30):
ripple out in ways you didn'texpect, then systems thinking is
for you.
It helps us step back, see thebig picture and understand how
all the moving parts of a systemconnect and influence each
other.
What is a mental model, anyway?
Let's start with a quickdefinition.
A mental model is a frameworkor way of thinking that helps us

(00:53):
understand the world, makedecisions and solve problems
more effectively.
It is like a blueprint for howto approach challenges and
navigate complexity.
Now here's a simple analogy.
Imagine you're driving to a newdestination Without a map.
You might take wrong turns,waste time or even get lost, but

(01:14):
with a map your mental modelyou have a clear route, helping
you avoid mistakes and reachyour goal safer and perhaps
faster.
In the same way, mental modelsgive us a clearer path for
managing change.
They simplify complexity andguide us toward better outcomes.
So let's dive in and explorehow a systems thinking model can

(01:38):
transform the way you approachchange.
Let's start with the basics.
Systems thinking is aboutshifting your focus from
individual components to thewhole system, instead of solving
one problem in isolation.
It challenges you to ask how doall the parts of the system
interact?
What patterns and connectionsexist?

(01:58):
What are the unintendedconsequences of this action?
Now, where does this idea comefrom?
Systems thinking emerged in the20th century, drawing heavily
from disciplines likeengineering, biology and ecology
.
It was popularized by thinkerslike Peter Singh in his
groundbreaking book the FifthDiscipline, where he described

(02:21):
how seeing organizations asinterconnected systems could
lead to more sustainablesolutions.
Another key influence wasDonala Meadows, whose work in
environmental systems showed thepower of feedback loops and
interdependencies in complexsystems.
Here's a practical way to thinkabout it.
Imagine your organization islike a living ecosystem, a

(02:43):
garden.
Every plant represents a team,process or function.
If you focus only on one plant,watering it excessively, you
might unintentionally harmothers by depleting the soil.
Similarly, neglecting onecorner of the garden might allow
weeds to spread.
System thinking is likestepping back and looking at the

(03:05):
whole garden, understanding howthe sunlight, water and soil
all interact to keep everythingthriving.
In organizations, the sameprinciple applies when we focus
too narrowly, say, on onedepartment or one process, we
risk creating unintended rippleeffects elsewhere.

(03:25):
For example, speeding up onepart of a workflow might
overwhelm another, causingbottlenecks.
Systems thinking helps us stepback, see the full picture and
design the solutions that workacross the whole system.
Now let's explore how you canuse system thinking in your
change management efforts.

(03:45):
Imagine you're introducing anew policy to improve
productivity in yourorganization.
It is a great idea, but withoutsystem thinking, you might only
focus on how it affectsindividual teams or immediate
outcomes.
What you might miss is how thatchange impacts workflows,
employee morale or even customerexperiences.

(04:07):
Here's a real-world scenario.
Let's say you're rolling out anew AI tool for one department
to streamline reporting.
On the surface, this seems likea straightforward win, but when
you zoom out you realize thatthe data the AI generates will
now need to be reviewed byanother department, adding to

(04:29):
their workload.
Employees in the firstdepartment may fear job
displacement, leading toresistance or disengagement.
No-transcript.
By applying systems thinking,you can anticipate these ripple
effects and plan accordingly.

(04:51):
For example, you mightcoordinate with the second
department to ensure they areprepared for the new workload
and communicate clearly with theemployees to alleviate fears
and offer training to upskillthem.
And finally, create a phasedimplementation plan to minimize
disruptions to customers.
Create a phased implementationplan to minimize disruptions to

(05:13):
customers.
This ability to anticipateconnections and consequences is
the heart of systems thinking.
It is not about solvingproblems in isolation.
It is about designing changesthat work across the whole
system.
Now that we have unpacked whatsystems thinking is, let's talk
about how you can apply it inyour work.
Here are three simple steps Mapthe system.

(05:35):
Take time to identify all theparts of the system you're
working with and how they areconnected.
For example, if you'reimplementing a new tool, think
about how it impacts teams,workflows and outcomes beyond
its immediate use.
Look for patterns and feedbackloops.
Systems are dynamic and theyoften include recurring patterns

(05:59):
.
For example, a policy thatcreates short-term gains but
long-term employee burnout is afeedback loop you need to
address.
Look for these patterns todesign sustainable solutions.
Ask what happens next For everydecision.
Ask what happens next and afterthat.
Think of it like playing chess.

(06:21):
Anticipating several movesahead helps you see potential
unintended consequences andadjust your approach before they
happen.
By following these steps, youwill develop a stronger
understanding of the system youare working within and design
changes that create harmonyinstead of disruption.

(06:44):
To wrap up, systems thinking isa powerful mental model that
helps us move beyond quick fixesand see the bigger picture.
It reminds us that every partof the system is connected and
our actions, big or small, cancreate ripple effects.
By stepping back, asking betterquestions and looking for

(07:04):
patterns, we can design changesthat truly work across the whole
system.
Here's my challenge for youThink about the change you're
working on right now.
Take some time to map out thesystem.
What are the parts, how arethey connected and what might be
the unintended consequences ofyour actions?

(07:24):
You might be surprised by whatyou discover.
Thank you so much for tuning into Mental Models for Managing
Change.
Now that we've wrapped up, Iknow you've got a thought or two
spinning in your mind.
Why keep them to yourself?
Share them with me or someonewho needs to hear them, because
great ideas grow better whenthey are shared.

(07:47):
And don't miss our next episode, where we explore the first
principles, an invaluable modelfor tackling complex challenges.
Remember, change starts withunderstanding and understanding
begins with action.
Until next time.