Thinking from the outside in… systems thinking for wicked problems

One of the things we've been loving this year is the chance to work with organisations to design and deliver bespoke leadership programs - tailored to their unique context, and built around workshops, activities and coaching over time. 

It's what we're all about, and the impact we have been observing is genuinely rewarding to see. A recent program we co-designed centred on systems thinking for complex or wicked problems.

Linear vs systems thinking

When we look at problems, we typically approach them using linear thinking or systems thinking.

Linear thinking treats a problem like a straight chain of cause and effect: A causes B, which causes C. It assumes a single root cause and a single fix, which often ends up treating symptoms rather than the real problem underneath.

Systems thinking asks us to step back and see the bigger picture instead: an interconnected web, not a straight line. It encourages us to look at relationships, patterns, feedback loops and unintended consequences and to ask better questions before rushing to solutions.

For many organisations, shifting geopolitical trends mean the challenges they face are increasingly complex, interconnected, and shaped by multiple causes acting at once.

These are wicked problems that don't respond well to a linear fix.

"For every complex problem there is an answer that is clear, simple… and wrong." — H. L. Mencken

High pressure environments, with competing perspectives and no single right answer make it tempting to address one of the more obvious symptoms and ignore the ripple effects outside the immediate circle.

Why wicked problems need an outside-in view

For organisations facing wicked problems, it's critical to accept that complex problems often sit across boundaries, including between different organisations. No single person can see or understand the whole system.

Strategic leadership means looking outside-in - seeking alternative perspectives, integrating outside expertise, and making decisions with a broader view of collaboration and impact.

There are three key elements to this approach:

• Environmental scanning What's changing around us? What signals are we picking up, and what are they telling us? (This is about building the habit of noticing early, before they become a bigger issue.)

• Perspective taking Who experiences this problem, and what is it actually like to be them? (Stepping into the lived experience of the people closest to the problem often surfaces a root cause that's invisible from a leadership vantage point.)

• Problem framing What future do we want to create, and what strengths already exist in the system to build from? (Reframing away from "what's broken" toward "what are we building" changes the kind of solutions a team is willing to consider.)

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For leaders operating in complex systems where outcomes depend on multiple agencies, functions, professions and jurisdictions, wicked problems can't be solved in isolation.

When we collaborate productively, we move closer to the real goal: better outcomes for the whole system.

If you're interested in exploring how we can work with you to develop a unique program for your specific context, reach out for a chat.

Rochelle