#UNDERSTANDING THE BIGGER PICTURE HOW TO#
#UNDERSTANDING THE BIGGER PICTURE DRIVERS#
#UNDERSTANDING THE BIGGER PICTURE FULL#

It’s the process of thinking about those second- or even higherorder consequences that might give you the insights you need to create a robust plan for the future. Then you draw a second circle of rings showing the effects of each of those initial consequences, again connected by spokes. Around that center, you place a ring of circles that captures the most important, immediate consequences of that development, and you connect them to the center with spokes. You start by jotting down a development you want to analyze on a piece of paper. Likewise, Glen Hiemstra of has introduced me to the Futures Wheel model as a way to look at the likely future evolution of a current situation.

The approach encourages us to expand our capacity to respond to issues by finding insights not obvious from only our own point of view. It provides a framework for building a rich picture of a system by viewing it from multiple perspectives.

There are many, many other tools, from many different fields, that we might apply.įor example, my colleague Bob Williams from New Zealand, a copresenter in one of the workshops, has introduced me to Peter Checkland’s Soft Systems Methodology (SSM). But just because we can create a model to address a particular problem doesn’t mean that modeling is the best way to do so, and our clients and colleagues know that. Most of us probably regard the midnight infomercial advertising a one-tool-that-doeseverything gadget with skepticism, and our clients probably react similarly to some of our enthusiasm about computer modeling.īecause such a wide range of issues can be modeled with ithink® or similar tools, we may sometimes sound as though we believe the first action in any circumstance is to grab our computers and start building a stock and flow diagram. If you have a toolbox at home, you likely have a variety of screwdrivers, wrenches, saws, and drills. Clients don’t react well when we act as though we have the one tool that will fix all their problems, and that’s not surprising.

#UNDERSTANDING THE BIGGER PICTURE FULL#

People-all of us-have experienced a range of problems in our lives, and we want to have a chest full of tools to deal with those varied challenges effectively. Let’s define a problem as an issue that requires our action or attention. I recently taught two different workshops on systems thinking, and I observed something important in both: By presenting a range of approaches and inviting clients to view them as alternatives rather than pushing one technique, we can help them to view systems thinking in all its forms, including simulation, more positively.

#UNDERSTANDING THE BIGGER PICTURE DRIVERS#

But most importantly it’s how individuals can contribute what is expected of them how does their role directly contribute to the success of the teamīy ensuring a clear line of sight that connects the day-to-day work of employees with the big picture, you’ll create a shared understanding and shared ownership of success and that is one of the key drivers behind any highly engaged, high-performing team.As a professional systems thinker and system dynamicist, I sometimes wonder why more people don’t see value in simulation models for learning and insight.Your measures of success – how you’ll ensure you stay on track the milestones, KPIs and metrics you have in place to chart your progress.Then it’s about your strategy and your plan – how you intend to achieve your vision.Next, the vision for the team – a future-based statement that describes where are you heading and what you aspire to achieve.Start with why your team exists – what’s the mission, your purpose, your reason for being?.

#UNDERSTANDING THE BIGGER PICTURE HOW TO#

How to create a clear line of sightĪs their leader, you need to be communicating messages that help your team members understand – and connect with – the big picture: They want to know where the business is heading and how they can strengthen their skills and knowledge to contribute to both their own and their company’s success. In their 2018 report on employee engagement, Aon Hewittreport that today’s employees are looking for more exposure to senior leadership and strategy, so they can feel a part of the organisation’s roadmap.

“My supervisor keeps us informed about our organisation’s plans”.

“The mission or purpose of my company makes me feel my job is important”.

“I am clear on the company’s goals and future direction”.

If you refer to any employee engagement survey you’ll find a question in there that relates to ‘the big picture’: With this in mind, I believe the most important messages to communicate are those that serve to: The purpose of leadership communication is to inform, inspire, engage, and unite your team. I’m often asked what messages leaders should be communicating with their teams.

Understanding the bigger picture