Fear of Slowing Down

Business leaders are constantly driven to grow their organizations and make them profitable. The very notion of "slowing down" sounds contradicts their primary objective of achieving growth. The language of the system often requires leaders to pause, reflect, and delve into the complexities of their organizations. This can be perceived as another problem, as it does not align with the preexisting business mindset which focused on speed and its quick response.

Fear of Uncertainty

Business leaders are trained to navigate the corporate world with a focus on predictability and control. The systemic view introduces an element of uncertainty as it acknowledges the complex, interconnected nature of organizational systems. This uncertainty can be unsettling for leaders who are accustomed to having a clear cause-and-effect relationship in their decision-making processes. Systemic intelligence requires embracing the idea that not everything can be neatly controlled or predicted, and this departure from the comfort of certainty can be a significant barrier.

The Pursuit of Success and Identity

Many business leaders have been groomed in environments that emphasize the importance of success and the actions that lead to it. Systemic thinking requires leaders to look inward, engage in humble inquiry, practice deep listening, and reflect on their own roles in the system. This process can be uncomfortable, as it may reveal blind spots and past decisions that have contributed to existing challenges. For leaders who have built their identities on success, acknowledging these aspects can be a discomfort experience.

The Traditional Hierarchy and Expertise

Business organizations operate in hierarchies, where leaders are promoted based on their technical expertise and know-how. When they reach the top, they may be unprepared for the systemic view, which requires them to orchestrate the collective thinking process and integrate the wisdom of the system. This shift challenges their established roles and may require a shift from directive leadership to one of facilitation and inquiry.

Tangibility vs. Unseen Forces

In the business world, leaders are compelled to present tangible elements and results. Systemic thinking, however, uncovers the unseen elements that can profoundly influence business situations. The obsession with financial metrics like NPV, EVA, and ROCE often overshadows the importance of culture, leadership, and the intangible aspects of organizations. High-profile failures like the Boeing Max 737 and the BP Gulf of Mexico oil rig explosion underscore the consequences of neglecting these invisible yet potent forces.

Short-Term Pressures and Risk Aversion

Business leaders are often under immense pressure to deliver short-term results, which can discourage them from adopting a systemic view that may take longer to yield benefits. Additionally, fear of failure can lead to risk aversion, making leaders hesitant to explore new approaches that challenge the status quo.

Lack of Systemic Education

Many business leaders have received education and training that emphasize technical expertise and specialized knowledge. The systemic view, however, requires a different skill set, including the ability to think holistically, engage in deep reflection, and practice humble inquiry. Leaders may not have been exposed to these concepts during their educational journey, making it challenging to adopt a systemic mindset later in their careers.

Resistance to Change

Change is not always well-received in the business world, especially when it challenges established practices and the status quo. Systemic thinking requires leaders to reevaluate their assumptions, beliefs, and traditional ways of doing things. This can be met with resistance from individuals and teams who are comfortable with their existing roles and processes. Overcoming this resistance and fostering a culture of adaptability and learning is a significant hurdle.

Embracing Systemic Intelligence

To start accepting that they can be part of the problems, business leaders must first recognize the limitations of their existing thinking and open to exploration of ‘what is’ from a systemic intelligence views. This is a shift. It requires a foundation of humility, vulnerability, and a willingness to see oneself as an integral part of the system. In an organization leaders can begin sensing the system by learning to be in an open inquiry and encouraging employees at all levels to voice their concerns and insights. By acknowledging voices in the system and adopting a systemic mindset, leaders can start tapping into the collective insights of their organizations, uncover hidden entanglements, and truly reveal what are the inert elements in their business system.

The language of the system may be challenging for business organizations to accept due to their ingrained linear thinking, fear of slowing down, and emphasis on tangible results. However, by recognizing the value of systemic intelligence and embracing a new way of sensing and perceiving, business leaders can navigate complex challenges with greater clarity and effectiveness, ultimately driving sustainable success for their organizations.