Use Of Systems Thinking In Implementing Organizational Change (Research Paper Sample)

Use of systems thinking in implementing organizational change
Name
Institution
My study is focused on implementing organizational change using systems thinking in Microsoft Company.
Introduction
Systems thinking is a structured procedure which emphasizes the need to examine problems accurately and efficiently before coming up with solutions and implementing them (Rosi, 2015). Systems thinking facilitates the effective examination of complexities as a way of testing people’s mental models and recognizing the’ leverage points.’ The approach allows for the discovery of the root causes of issues, and the accurate identification, tackling and improvement of ‘leverage points’ thereby, creating positive effects that are reverberated throughout the system. To ensure accuracy in analyzing the problem and to ascertain a suitable leverage point, the stakeholders and the entire system should be involved in the process. Organizations are usually interconnected, and they possess various parts that interdependent and interrelated. Organizations usually rely on consumer feedback to correct their faults (Gorgidze, 2012).
Systems approach usually depict the organizations as a complete framework whereby, a slight change in a single section affects the other sections or the whole organization. Successful leaders usually visualize the entire picture and accustom the existing trends, consequences, and patterns of action. These leaders are familiar with the specific environment in which a challenge, project or issue is operational. Systems thinking normally formalizes the procedure and gives a specific method for accessing the insight on the existing changes on the system (Caldwell, 2012). Systems thinking provides models and tools that assist the organization in examining complexities, recognizing the forces that interplay, viewing the behavioral patterns over time and generating effective solutions.
Factors leading to the implementation of systems thinking in organizational change
Certain factors may compel companies into implementing systems thinking in organizational change. These factors include budget cuts and financial constraints. There is an increased need to effectively use funds and to pool resources due to the significant constraints in the organizations’ budget. The cuts on a firm’s budget may lead to the consolidation of departments and service streamlining thereby leading to the need to comprehend the interdependence and interconnections of programs, structures, and services. The second factor is the ineffectiveness in managing crisis consistently (Nigam, Huising and Golden, 2016). There has been intense pressure on organizations to execute rapid changes due to the challenges that exist in the economy. However, quick fixes and jumping to conclusions may only lead to solutions that are a band-aid and are unnecessarily costly and typically ineffective.
Organizations should be capable of solving the problems that they face other than jumping from one crisis to the other consistently. Systems thinking gives room for a deeper and accurate way of examining the issues ensuring that the solution tackles the real problem, provides a lasting change and cuts down on costs. The last factor is the increase in complexity (Buono, Jamieson and Barnett, 2016). The increase in the complexities of issues being faced by organizations often creates numerous challenges in areas with multiple factors that are interconnected, and this makes it hard to fully understand the consequences of the recommended solutions. The organization may be exposed to the lack of integration when the company uses traditional approaches in problem-solving whereby, a single section of the framework is fixed at the expense of the other which will be fixed later. There is need to implement an approach that is capable of dealing the complexity and enhances the coordination of other structures of the organization.
Issues that should be considered when implementing systems thinking in organizational change
There are several issues that should be considered when implementing systems thinking in organizational change. These issues include the intensity of the discipline’s knowledge and its specific tools. If the questioning line and structured tools executed to help comprehend the problem are unfamiliar by the majority of the staff, the learning curve will be steep. There would be the need for the leaders to comprehend the ways of managing the learning curve. There would also be an increased resistance and frustration due to the implemented change. Secondly, is the challenges that may arise in facilitating and managing the multifunctional teams (Rosi, 2015). The task of developing a team that is highly functional, a team that is inclusive of the management and staff, service providers and users, and all stakeholders is challenging. The task requires patience, active listening, expertise in the practice and theory regarding group dynamics and encouragement.
To ensure the success of systems thinking, individuals facilitating and managing the process should discourage the group from blaming each other and guide them through the identification of trends the causes of the problems. Territorial tendencies, silo thinking, and the rapid identification and execution of solutions are obstacles that should be avoided to ensure the success of systems thinking. Lastly is the courage of viewing situations in an honest manner (Caldwell, 2012). Systems thinking requires one to admit to the fact that the company’s institutionalized ways and the norms may be a major contributor to the problem at hand. However, during its execution, certain issues may arise, for instance, individuals glossing over issues that are sensitive, the attempt to disregard other people’s opinions and being defensive whenever the existing structures and procedures are being challenged. The need to overcome these challenges will enhance the effective implementation of systems thinking in organizational change.
Specific goal
To improve the marketing Return of Investment (ROI) of the company
Measurement of goals
The improvement of marketing ROI will be measured using the following steps: The first step will be setting the Key (major) performance indicators of the company (Kogotsidis, 2012). The KPIs to be prioritized will be selected according to the company’s aims. Secondly, a formula for analyzing marketing ROI will be created, that is, (the total generated revenue – the total cost) / the total cost. Thirdly, a decision on the model of attribution will be made. Lastly, ROI will be measured against the already set targets.
Implementation of the program
The implementation of the program using systems thinking will be done using the following steps: The first step will be to look for a chance or an opportunity. Here systems thinking will be applied to help us make sense of the messy situation (the marketing ROI) due to the need maximize the company’s profits. Secondly, we will align the various factors that may affect the company’s marketing ROI and determine ways in which they may be affecting the company’s ROI. Thirdly, data will be generated. Data regarding the situation is very vital because different people usually have different assumptions that relate to the problem at hand, things that need to be changed and the process of fixing it. Due to the system’s inherent complexity, and the bias nature of people’s views these assumptions are normally inaccurate and incomplete. Appropriate data collection assists in altering people’s assumptions. The data will then be analyzed systematically. Systematic analysis of data often integrates and legitimizes various perspectives.
There are a variety of techniques that can help make sense of the complex and contradictory data. An understanding or comprehension and commitment will then be built from the analyzed data. Interventions will then be identified. Actual system transformations usually occur at various levels; it usually begins with the intentions of the people to tackle problems that are complex systematically and to clarify the aligned outcome. Here, the identification and arrangement of the specific ways the marketing ROI structure could be redesigned to solve the issue are done. Lastly, the follow-through process will be implemented. Here, additional stakeholders will be engaged in the process of problem-solving. Short-term momentum will be built by executing certain policies, procedures, and perceptions in the organization and ensuring a continued understanding of the cha...