"My pride became my affliction. I found myself imprisoned in the stronghold I had built. The day came when I wished to break my silence and found that I could not speak: the actor could no longer be distinguished from his role."
-James Baldwin
Our reality as we know it is composed of many systems, some better than others. All were created by people who it made sense for at the time. From the time we are born, we are forced into roles that aid in keeping our current systems intact. Many of us go through life without even questioning this. The problem with most systems today is that even though everything is inherently connected- these systems operate as if they are separate entities entirely, with no regard for how their actions may impact the larger system as a whole. Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things and 'patterns of change' rather than static snapshots.
What makes a good system? We know that a system is a product of the interaction of its parts, not just the sum of its parts. You can have every part you need to build a bicycle- but until it is connected or assembled it ceases to be a bike- just a pile of parts with no clear intended use. The same goes for groups or organizations. You can have an All-Star roster, but until your team figures out how to plug in and utilize everyone's talent efficiently: creativity and productivity will most certainly suffer.
What if our intended outcome was not to be more productive- but to be more creative, more communicative, to actually be inspired while we work? What if productivity was the byproduct of people utilizing their talents while operating from a place of confidence and joy? I have a secret for you all: it is. That's only if we allow it to be though, the good news is that we don't have to reinvent the wheel. All good complex systems start with a simple system that works. We build and expand from there.
One aspect that is often overlooked when picking and choosing your team is compatibility. You cant build with everyone. That is something that has become abundantly clear to me over the years. Often times chains come disguised as gifts. We have to be mindful so as not to chain ourselves to sinking systems. As humans, we become encumbered by the sunken cost fallacy. - when we have invested time, money, and resources into something. It's easier to cling to it in hopes that it will pan out and that everything wasn't for nothing.
Enter discernment.
Pride and shame are two sides of the same coin. They will have you hanging on to people, places, and things that aren't for you. Quicksand of the mind. It inhibits our ability to think and act rationally. When we are centered in self we are not concerned with how our decisions and actions affect the greater whole. Anchored in these emotions we are separated from our true nature. If we are not in touch with our true nature how can we do our best work? Shame had me accepting less than I deserve and constantly giving more than I had in order to find validation from those who would never truly value me. Pride told me that I've come so far so many times, if I just hold out it will get better and then I won't have to look like a failure to whomever may be watching. Releasing both of those feelings showed me my path forward.
My friend and comrade Dare always talks about not letting the interpersonal become personal and it's something that I think about a lot. So many good organizations have suffered and even collapsed because of this. That is one of the most challenging aspects of cooperative work. When we have clear written expectations and roles it takes out the guesswork for everyone involved. When there is a breakdown in the system it can be identified and corrected. It's not to say that there won't be bumps in the road- but having a strategy in place to handle those bumps goes a long way. It allows your team to build trust in its practices and each other- and to be assured that everyone knows their role and will play it. Without trust, you cannot have an efficient system. If you don't trust your people then what are you even building? That's an excellent place to start.
I will elaborate more on ideas and strategies for building effective systems in another post.
In the meantime, I'd like to hear what you all think in the comments:
What makes a system a good system?
What are some methods you've found helpful in creating systems in your daily life?
In what ways have pride and or shame kept you stagnant in your work?
Amber Alyn
They|Them|Theirs