Profound Knowledge Pt 1: Systems Thinking

Seeing the Bigger Picture and how everything connects

W. Edwards Deming encouraged us to “develop an appreciation for a system.” That idea evolved into what we now call Systems Thinking, later advanced by thought leaders like Peter Senge (The Fifth Discipline) and Russell Ackoff (The Art of Problem Solving). While Systems Thinking has faded from some boardroom conversations, it remains essential for solving modern problems and building resilient organizations.

This article offers a practical introduction — and a case for why you should revisit Systems Thinking in your own work.

Linear Thinking vs. Systems Thinking

We use linear thinking to bring order to complexity. It's essential for execution — helping us rely on logic, experience, and predictable solutions. But when we rely on it exclusively, we become reactive. We see only the immediate event and not the chain of causes behind it.

Linear thinking asks: “What just happened, and how do I fix it?”Systems thinking asks: “What’s really going on here — and how did we get here?”

The graphic below illustrates the iceberg metaphor that’s often used to represent this concept.

The Iceberg: What’s Beneath the Surface?

You’ve probably seen this image before:Above the waterline are the events — the visible symptoms we typically react to. Below it lie the patterns, mental models, and structures that actually cause those events. Systems Thinking urges us to look below the surface.

What can this perspective reveal?

    The longer-term consequences of our own past actions

    Patterns and interconnections that shape complex situations

    Structures and assumptions that reinforce the status quo

    A deeper understanding of how things unfold over time

This is the Systems Thinking view of the Iceberg.

Linear Thinking occurs at the top, where we tend to react to the situation and rely on familiar solutions

The Mental Model Layer

As we descend the iceberg, we encounter mental models — the beliefs, assumptions, and biases we bring to every decision.These are hard to change and often invisible to us. But awareness is the first step. Systems Thinking encourages us to challenge our assumptions and listen to diverse perspectives when trying to understand what’s really going on.

Rethinking the Organization Chart

Consider a traditional organization chart — hierarchical, segmented, and rigid. It gives a sense of control and clarity, but it’s misleading.

Each department operates in its silo, and interactions between functions are obscured or ignored. Leadership may assume that the organization’s performance is simply the sum of each department’s output.

But organizations aren’t machines — they’re systems.

And systems succeed through interactions, not isolated parts.

Now contrast the org chart with a process flow that highlights how value moves through the organization. You’ll see something closer to reality — including two vital elements the org chart ignores: suppliers and the customer.

ISO and the Process Approach

The ISO 9001 standard (and its harmonized siblings, like ISO 27001 and ISO 42001) encourage the Input–Process–Output model; a simple yet powerful representation of systems thinking.

This approach focuses on:

• Understanding how processes relate and interact

• Mapping inputs and outputs clearly

• Designing improvements with the entire system in mind

It’s not just about compliance — it’s about operating more intelligently.

Why Systems Thinking Matters

You don’t have to overhaul your organization to benefit. Start by asking better questions:

• What’s influencing the outcome beyond what we can see?

• Where might our structure be reinforcing poor outcomes?

• How are different parts of the system interacting — or failing to?

Whether you’re developing a product, solving a problem, or crafting a strategy, understanding the system increases your chance of success.

Getting Started with Systems Thinking

Here’s a practical roadmap to put Systems Thinking into action:

Mindset

1.        Try it: Start small — don’t wait for perfection.

2.        Recognize mental models: What beliefs may be shaping your interpretation?

Mapping & Analysis

3.        Define the process goal: What are the intended outcomes?

4.        Map the process: Visualize the workflow — and where it stalls.

5.        Identify key input variables: What conditions or factors influence the outcome?

Measurement & Improvement

6.        Choose a problem area and isolate the contributing variables.

7.        Measure variation: Quantify what’s changing and why.

8.        Experiment and learn: Test solutions and track results.

9.        Bring in a coach or facilitator if needed — systems improvement is a skill worth developing.

Key Benefits of Systems Thinking

·       Separates fact from fiction by showing the whole context

·       Reveals unconscious biases and challenges outdated assumptions

·       Clarifies reality — so you can make better decisions, not just faster ones

"A system is never the sum of its parts. It’s the product of their interaction."

Russell Ackoff

Final Thought

Systems Thinking gives you the ability to see beyond symptoms and begin addressing root causes — not in isolation, but in context. As part of Deming’s “System of Profound Knowledge,” this approach isn’t just philosophical — it’s practical. It leads to better decisions, more resilient organizations, and smarter strategies.

Hopefully this can be your first step toward a deeper understanding of the systems you operate in — and shape every day.