The ability to lead and manage is sometimes compared to team sports like basketball and football.
Often the abilities of sports captains, players, and teams are exampled as to what makes a great performance. Yet coaches understand that a team’s performance depends on a range of supporting systems: A system of playing on the field that optimises players and team capability and opponent weaknesses; a system of selecting, training, and developing players; a system that engages and commits players to do their best, and so on.
While leaders and managers understand their organisations similarly perform, learn, and improve based on underpinning systems, a conscious approach to managing change and achieving high performance through systems – a Systems Thinking (ST) approach – seems less discussed.
A system can be described as having a purpose and made up of various interrelated or interdependent factors, such as activities and interactions.
The arrangement and performance of these system’s factors affect the performance of the overall system, as does its ability to receive and use feedback.
Systems Thinking (ST) Approaches describe how organisational systems perform and ways to improve them. There are three approaches to organisational systems described below, some you may recognise immediately and others you may not.
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Organisational Health Audit 