Three Ways to Use Systems Thinking In Higher Education

By Katherine Sanders and Patrick Farrell

INTRODUCTION

Systems thinking is a holistic approach that can help educators understand a complex educational system more realistically. Since higher education has complex sources and multiple perspectives on the key problems, decisions can emerge from and result in interconnected intended and unintended events. Systems thinking can help leaders work with the complexity of past, present and future.

HOW SYSTEMS THINKING CAN BE USED IN CURRICULUM

Many students are seeking a broader and more integrated view of how their education can make a difference in the world. Some understand that these issues (e.g., climate change, food deserts, energy innovations, social media, etc.) are more complex than any one discipline or profession can teach.

A systems thinking approach helps people expand their perspectives to solve complex issues. For those already aware of the complexity of important issues, it can also help organize the overwhelming possibilities of input, influence and action.

Collaborative teaching and interdisciplinary courses can help students see how fields of study are connected and interdependent. Faculty can model the collaborative partnerships necessary to address large-scale problems in the “real world.”

To integrate systems thinking in a curriculum, faculty could:

Invite outside experts into their classroom to provide different perspectives on a topic
Collaborate with faculty with complementary expertise to design and teach classes, perhaps focused on a theme (e.g., water resources, energy innovations, social justice movements, income inequality, etc.)
Consider creative certificates and majors to incorporate a broad array of interests and approaches to one or more of the systemic problems facing humanity

HOW CAN EDUCATION LEADERS EFFECTIVELY USE SYSTEMS THINKING

Since many issues facing education leaders are complex, multidimensional and have significant history, it’s tempting to simplify in order to respond quickly. Simplification might make the problem-solving process faster, but it is unlikely to make it as effective as broader input and more systemic forecasting of the impact of a decision.

How systems thinking applies to education leadership, particularly in an open and participatory way, can help ensure more of the system is considered and better decisions are made.

Here are three key elements to build into a systems approach for education leaders:

Inclusivity from across the system
- While complete, in-depth understanding of an entire system is nearly impossible, broad engagement of people from across the system is necessary to help build a common understanding.
- For example, deliberate selection of people from across the system for key working groups.
Engagement throughout the process
- In a systems approach, it’s common for the initial definition of “the problem” to change over time as we learn more about upstream causes and effects and downstream impacts.
- For example, in a DEI initiative, a small group might ask for input from a set of “stakeholders” at various points in the process. That periodic input is not the same as involving people from those groups throughout the definition of the problem(s) and realization of a potential set of solutions.
Organizational recognition and support
- Make certain that any working group is well-resourced with skills, logistical support and a clear vision of their general mission and approximate timeline.
- When the group has self-organized and is ready to communicate their approach, leadership amplifies the group’s message and assists by making connections as necessary.

These elements are interdependent and need to be revisited often. Leaders’ roles may be different in each of these examples and may change as the initiative progresses.

WHY IS SYSTEMS THINKING CRITICAL FOR CHANGE

A systems approach shows us that significant and sustainable change always involves culture, whether reinforcing, challenging, or changing. A systems approach can reshape what we believe is possible for the future.

One way to invite systems thinking is by bringing together diverse voices to map out a systems issue. This can address multiple goals:

Creates a more realistic understanding of the current system
Allows understanding to be shared by more people and those people are now invested in helping develop solutions
Has the potential to unlock better solutions to make real change
Builds trust for future collaborations

Systems thinking applied to real issues is an iterative process, particularly when the approach is new to an organization. Leaders can start with what they can directly affect, which is their own behavior. Think about what you want to communicate as well as how. The how has an impact on your people and it should be congruent with the key elements of your change approach – because people are looking at your behavior as a cue about what you really believe and what is likely to happen.

Although it might take more time, this inclusive, shared meaning-making makes sustainable change more likely.