Chapter 4: Inclusive Systems Work: What might be the gaps in existing approaches to systems thinking?
Posted August 1, 2024 - Linh Bui
"As the systems management researcher Dennis Meadows notes, “as we’re making bad decisions, that throws us into crises that by force shortens our time perspective. Everything becomes reactive as we accelerate. That in turn helps us make more bad decisions
because we narrow our time horizon more and more. It’s a vicious circle.” We see the consequences of this truncating perspective, in our public policy horizons, in our workplaces, and in our approaches to solving social challenges. It is making people less productive,
less well and anxious about what lies ahead" - James Stauch, Environmental Scan 2024: The Great Acceleration
Image description: Participants were playing Ultimate Frisbee in the yard of the Banff Centre
Systems thinking makes grand claims to help us build a more resilient, more equitable society - but what might be the gaps in existing approaches to systems thinking? In this challenging conversation, we leave space for those exploring decolonial, equitable and community-based practices and think about the implications for our work.
Panelists:
Hagir Sail, Calgary African Community Collective
Susan Sanning, Grinnell College
Annand Ollivierre, J5 Design
Image description: From left to right, Annand Ollivierre, Hagir Sail, and Susan Sanning
1. Toxic Positivity
Hagir highlighted the issue of toxic positivity in community service. Toxic positivity in community services refers to the pressure to maintain an outwardly cheerful demeanour, overshadowing genuine emotions and struggles encountered by 3both service providers and community members. This mindset prioritizes unyielding positivity, which can invalidate the legitimate experiences of individuals facing hardship. As a result, it creates an environment where crucial discussions about challenges—be they social, economic, or emotional—are stifled, and authentic connections are hindered
The presence of toxic positivity generates significant gaps in addressing systemic issues within communities. By disregarding negative emotions and experiences, this mindset suppresses essential dialogues around pressing social problems. This makes it difficult to confront issues like systemic racism or economic inequality, as the emphasis on optimism overlooks the complexity and urgency that these challenges demand. Consequently, the result is a superficial engagement that fails to address the underlying factors affecting community members.
Hagir also emphasized the importance of addressing power dynamics. Integrating the voices of those with lived experiences is essential. More than merely serving communities; we must actively listen and incorporate their insights into our strategies.
Sussan called for dismantling the Ivory Tower mentality, where academic and theoretical discussions dominate without translating into actionable steps. Systems thinking must go beyond mere dialogue and focus on practical, on-the-ground initiatives. The process of mapping the system, we can enable people to deconstruct and reconstruct societal frameworks in a meaningful and constructive manner.
Sussan also stressed the importance of being conscious of the identity of the community. Understanding the identity of the community is vital for effective leadership. Leaders must be conscious of when to voice their opinions, when to step back, and when to lead from within the community. This awareness helps maintain trust and respect while navigating complex social dynamics, ensuring that community needs and values are prioritized in any leadership decisions.
3. One-sided Services
Annand brought attention to the often-overlooked aspect of mutual exchange in community engagement. When we serve a community, we might perceive ourselves as offering a favour or providing aid. However, it is essential to recognize that the community is also granting us a favour by allowing us insight into their lives. This relationship is reciprocal; we are not just giving but also extracting valuable knowledge.
Understanding this dynamic fosters a sense of respect and humility. It reminds us that our role is not to dominate or dictate but to engage in a mutual exchange where both parties learn and grow. A focus on collaboration and continuous service learning and feedback rather than just delivering services leads to solutions that are more aligned with community needs. This approach encourages dialogue and genuinely assesses the community's input, making programs more relevant and effective in addressing underlying systemic problems.
The reflections from Hagir, Sussan, and Annand highlight crucial gaps in systems thinking that must be addressed to build a more resilient and equitable society. Systems thinking is not just about mapping and understanding complex systems; it's about engaging with them in a way that honours the voices and experiences of those within the system. This approach requires a shift from theoretical discussions to actionable steps, from a service mindset to one of mutual respect and exchange. Only then can we hope to create systems that are truly resilient and equitable.
Next up Chapter 5: Learning from and with the Systems
Learn systems thinking through various activities with the participants at the Summit
Previous Chapter 3: Decision-making in a (Poly)crisis: The Urgency of Slowing Down
How do we take the time to really understand, dig deep, ask better questions, and assert a systems-led approach to challenges when there is social, political and cultural pressure to 'act fast'?