Systems Thinking: A Foundational Art for Strategic Leaders
Abstract
The chaos and interconnected messes of the contemporary operating environment has increased the fog and friction in which strategic leaders must think and devise strategies. Today's ever increasing wicked problems have resulted in a search, by strategic leaders, for the ideal thinking model to organize, frame and ensure relevancy of thought to meet the envisioned ends. A recent model, proposed as a means of thinking and adopted by the United States Army War College frames and assists strategic leaders in applying thinking skills. It fails, however, to identify systems thinking as a foundational strategic leader conceptual competency, which would provide the required framework in order to make decisions in the future. A new model has been proposed that specifically addresses this shortfall. It provides clarity of thinking to strategic leaders and is already evident in two ways of decision making; Soft Systems Methodology and the US Army's Design. The result is a holistic understanding of the volatile, uncertain, complex and ambiguous environment which facilities quality strategic leadership thinking when devising strategies and that (can/will) benefit the entire organization.
Document Details
- Document Type
- Technical Report
- Publication Date
- Mar 15, 2011
- Accession Number
- ADA547424
Entities
People
- Derek Macaulay
Organizations
- United States Army War College