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Systems Thinking

Core Competency

Definition

Systems thinking is a driver of how thinking about problems and strategies should be approached within the GNWT. It is about approaching all of our work that is done within the GNWT as being part of a larger system that is integrated and inter-related. That is, understanding that work done in one part of the GNWT impacts a variety of other groups/projects inside and outside the GNWT. It is the ability to assess options and implications in new ways in order to identify solutions, always keeping the broader perspective and impact in mind, and appreciating how current, short-term outcomes are driven by long-term strategy and vision.

Why is it Important?

A Systems thinking approach is required in the GNWT because our work impacts a wide range of stakeholders in different ways and in different communities, and vice versa. This includes taking a big picture perspective that comprises not only a wide breadth of implications, but an understanding of the historical implications of actions and events in different communities. This is needed in order to create innovative and sustainable solutions, as well as strategic plans that set and move forward the vision and goals of the GNWT, helping ensure that work is completed with the priorities of Northerners in mind. A systems approach to thinking about the changing environment is what will allow the GNWT to adapt and be versatile in an increasingly global, complex, ambiguous, and fast changing technological environment. We will need to be innovative and creative as we face current and future challenges, and to maximize our use of existing and future technology. Combining different approaches and perspectives as we think through issues helps us reach the best solution to a problem and ensures we are continually making decisions that meet the needs of Northerners. Solutions should be grounded in a sound understanding of the complexity of the issue and balance creativity with an assessment of risks.

Behavioural Scales

1. Links operational activities to larger goals

  • Understands how own work is connected to achieving the goals and priorities for own role.
  • Considers how own work impacts the work of others and vice versa.
  • Uses available information from varying sources or consults others as necessary.
  • Is open to new or diverse ideas, and to doing things in a new way.
  • Breaks straightforward problems down into manageable components to identify what needs to be done, and looks across problems to identify common patterns and solutions.
  • Evaluates how other work units have implemented a new approach to gain perspective on how doing something in a new way can increase productivity or reaching goals.
  • Understands how their work contributes to the achievement of department goals.
  • Asks questions to understand broader goals and objectives.

2. Sees patterns when problem solving and decision making

  • Analyzes pros and cons and establishes basic priorities or relationships.
  • Identifies alternative approaches or actions to a problem, and evaluates potential consequences both within and outside of the department.
  • When looking at information, sees patterns, trends or missing pieces.
  • Breaks apart a problem and links together pieces with a single link.
  • Notices when a current situation is similar to a past situation, and identifies the similarities.
  • Considers current work in the context of longer-term issues or opportunities.
  • Understands how the services, activities and actions of the department add value for clients and stakeholders.
  • Discovers original as well as likely causes and consequences, and evaluates how this will impact projects, strategy, and people.
  • Reviews own and team’s actions, priorities, and goals against the goals and strategy, and adjusts these accordingly.

3. Analyzes potential solutions using diverse information

  • Analyzes for long-term pay-offs or outcomes from an internal (within department) and external perspective.
  • When contributing to the development of priorities and strategies to meet organizational goals, considers upcoming trends (e.g., technology, economy, political priorities, and diversity) as well as direct and indirect long-term outcomes.
  • Evaluates the implications and cause-and-effect relationship of multiple solutions and options from both an informal (e.g., typical behaviours, norms, social networks) and formal (e.g., structures, plans, regulations, processes) systems perspective.
  • When selecting an approach in own area, evaluates different components of the approach in relation to each other, as well as to other related programs.
  • Examines how new technology can solve old problems.
  • Looks to something new and different within the area but not necessarily new to the work organization when searching for simple links and the relationship between components of a problem.

4. Applies a long-term and broad perspective

  • Consistently takes a holistic and long-term view of challenges and opportunities.
  • Develops broad-based strategies to respond to challenges and opportunities.
  • Understands the big picture beyond one’s department or organization, and the needs of partners and stakeholders.
  • Anticipates outcomes and potential problems across different inter-relating areas within a department, and factors this into planning.
  • Discovers original as well as likely causes of events or multiple consequences, and undertakes activities accordingly. (e.g., how will this change affect this project, the strategy and the people involved?).
  • Acquires access to resources, new information and technology from other areas, and applies it to analyze issues, resolve problems, and improve performance.

5. Incorporate trends and interconnections

  • Understands and articulates the projected direction of Government and considers the complexities of how changes might impact people, structures, and processes within the department.
  • Takes political priorities, economy, and technology into account when developing strategies to respond to holistic and long-term view of challenges and opportunities.
  • Integrates knowledge of underlying problems or forces affecting the organization with big picture perspective when considering possible opportunities or long-term applications of current activities.
  • Identifies a number of solutions that may be unique, leading edge, or new to the GNWT Public Service, and weighs the value of each to improve results.
  • Uses several analytical techniques and knowledge of past trends or situations to break apart complex situations or problems to reach a solution.
  • Uses judgement in taking and managing calculated risks when applying new solutions.

6. Understands impacts on vision and connections

  • Is aware of the projected directions of Government and uses this information to anticipate how those changes might impact people, structures, and processes, and how these inter-relate, within the GNWT.
  • Anticipates how change manifests itself externally and how those changes impact the organization and Government.
  • Fosters systems thinking throughout the organization.
  • Asks fundamental questions to truly understand complex problems to be able to derive new solutions.
  • Acts in a way which helps others to generate breakthrough ideas, fresh perspectives and new opportunities.
  • Recognizes and evaluates the potential of any new technology.
  • Identifies a number of solutions that may be unique, leading edge, or new to the public or private sector, and weighs the value of each to improve results.