Posted: February 2009 by Dr. Carol Zulauf Sharicz

The more I work with organizations with implementing systems thinking, the more I wonder about the actual limits inherent in learning and applying systems thinking.  To share an observation…invariably, when managers and directors and others in an organization are in the process of diagramming the dynamics in their system, there usually is clear understanding of those dynamics.  The question that then comes up is, “What kind of power or influence do I actually have to help change those dynamics?”

The patterns identified always point to the same underlying motivations:  a leader who controls what goes on in his/her organization excessively, not allowing for divergent views or inputs; a reliance on the status quo to the detriment of real, progressive change.  Based on these observations over time with many organizations, my question becomes, How does one work with these influences in an organization?  How does one incorporate power as part of the dynamic in order to really make changes?  It appears that the use of power and control are themselves limits in the system.   How does one begin to shift this dynamic? 

I find myself transfixed and fascinated by this question due to the fact that power is the reality in all organizations and that power and control also can be a significant limiting force.  There are many who will not or do not want to address the issue of power and control, especially when that person has greater status and authority and there is a fear to do so.  There may be small leverage points to move things forward in an organization in these situations, but what does one do when the significant leverage point involves addressing those in power positions?