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learning & change

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How to Run an Action Learning Session

Action learning is a dynamic and collaborative process that allows individuals to tackle real-world challenges while developing their personal and professional growth. Whether you’re working with a small group or in a team, the process is designed to promote learning through interaction, problem-solving, and continuous improvement. In this blog, we’ll explore how to run an action learning session with your colleagues to drive your development and help you come up with new ways to approach current challenges.

What is Action Learning?

Action learning is a self-managing team approach to learning from live work challenges. It’s a process where a group works together to support each other’s personal learning while tackling real issues. Participants take turns being the “issue holder,” sharing their work-based challenge or opportunity for group support. By taking part in action learning, you will not only gain insights into your own issues but also learn from the experiences and solutions that emerge in the group.

How Does Action Learning Work?

An action learning set typically includes 3 to 5 people. The set works through a structured process that focuses on helping each member work through their personal development and problem-solving.

Here’s a typical flow for an action learning cycle:

  1. Welcome and Introduction: Confirm the timing and objectives for the session. A minimum of 20 minutes per cycle is recommended.
  2. Clarify Roles and Rules: Define the roles for the session and go over the ground rules.
  3. Issue Holder Selection: Decide who the issue holder will be. This person will present their challenge or opportunity for the group to address.
  4. Cycle Process: Work through the action learning cycle (we’ll break this down in the next section).
  5. Review and Reflect: After completing the cycle, review the process. Discuss what worked, what didn’t, and how the session could be improved next time.

The review is a critical part of the process, as it helps the group refine the process for continuous improvement.

Cycle Process

The cycle process is the core of action learning. Here’s how it typically works:

  1. Issue Holder’s Presentation (2 minutes): The issue holder presents their challenge or opportunity clearly and concisely. The group listens silently to understand the issue without interrupting.
  2. Clarifying Questions (2 minutes): Set members ask questions to clarify their understanding of the issue. At this stage, no advice or coaching is given; the goal is simply to understand.
  3. Insight Generation (5 minutes): The group discusses the issue, sharing insights and asking questions. The issue holder silently captures the ideas presented but doesn’t respond, engage, or explain. They’re simply listening and absorbing the information.
  4. Summarising (2 minutes): The issue holder summarizes what resonated most and outlines their next steps. They do not justify their choices or critique the ideas shared by the group. At the end, the issue holder thanks the group for their input.

This structured process allows the group to provide feedback and insights without the issue holder feeling pressured to justify their position or make immediate decisions.

Ground Rules for a Great Session

To ensure you get the most out of an action learning session, follow these key ground rules:

  • Focus on the Issue: Only one person can share an issue at a time. Give your full attention to the issue holder.
  • Make It Safe: A safe environment is essential. Group members should feel comfortable disclosing ignorance, admitting weaknesses, and asking for help.
  • Keep It Confidential: Respect confidentiality. Don’t share any details discussed within the group unless agreed upon by all members.
  • Trust the Process: Follow the agreed sequence and timings. This builds a sense of certainty and encourages everyone to contribute.
  • Stay Supportive: Suspend judgment and remain supportive, even when challenging each other. Action learning is about learning together and supporting one another’s development.

When Will You Try This Out?

Now that you understand how action learning works, the next step is to plan when you’ll try it out. Gather a group of colleagues or peers, introduce them to the process, and pick a real work challenge to start with. You can share this article with them to help them understand the process.

Action learning is an excellent way to enhance problem-solving skills and foster a collaborative learning environment. Best of luck with your first session, and enjoy the experience of learning together.

To find out more about how to up skill your leaders in collaborative working, reach out to us via info@soji.com.au.

 

 

learning & change

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A Boost When You Need It Most: How the PERMA Model Can Help Teams Tackle Tough Challenges

When teams face complex, high-stakes challenges, it’s easy to get stuck in survival mode—heads down, stress up, and joy long forgotten. But even in the thick of it, there are practical, science-backed ways to lift team wellbeing and reignite the spark that fuels creative problem-solving, collaboration, and resilience.

One of the most useful tools for this is the PERMA model developed by psychologist Martin Seligman. It identifies five key ingredients that support wellbeing and sustainable performance: Positive Emotion, Engagement, Relationships, Meaning, and Accomplishment.

The beauty of PERMA? You don’t need to overhaul your life or your team culture to use it. A few small shifts in attention, reflection, and conversation can make a real difference.

Here’s how your team can use it today—five simple prompts, one for each pillar.

1. POSITIVE EMOTION – “What’s one thing that has made you smile, laugh, or feel grateful in the last few days—and how can we bring more of that into our team space?”

Why it helps: Positive emotion doesn’t mean ignoring the hard stuff. It means making space for moments that lighten the load. Sharing small joys helps lift collective energy, build emotional resilience, and boost morale—essential ingredients when navigating challenges.

2. ENGAGEMENT – “When have you felt most absorbed or ‘in the zone’ at work recently—and what strengths were you using?”

Why it helps: When people are deeply engaged, they bring their best thinking and energy. Reflecting on flow moments helps individuals reconnect with their unique talents—and helps the team play to one another’s strengths when it matters most.

3. RELATIONSHIPS – “Who in this team (or beyond) helps you feel supported or inspired—and what’s one small way we could strengthen our connections this week?”

Why it helps: Strong relationships buffer stress and build trust. In tough times, leaning into connection instead of pulling away can make all the difference. A coffee chat, a check-in, or a shoutout can go a long way.

4. MEANING – “What part of our work right now feels most meaningful to you—and how can we keep sight of that as a team?”

Why it helps: A shared sense of purpose is a powerful motivator. Reconnecting with the “why” behind your work can create alignment, renew motivation, and help your team rise above the noise of day-to-day pressure.

5. ACCOMPLISHMENT – “What’s one thing we’ve achieved recently—big or small—that we should celebrate?”

Why it helps: Recognising progress fuels momentum. Even small wins deserve acknowledgement, especially during long, complex projects. Celebrating success reminds the team that they are capable and moving forward.

 

Putting It into Practice

Pick one or two of these questions to explore in your next team meeting, one-on-one, or even in a group chat. You don’t need to cover everything at once—start with what feels most useful.

And if your team’s energy is low or stress is high, consider this your invitation to pause and ask:

“What would PERMA look like for us right now?”

You might be surprised by what you find when you make space for wellbeing—not as an afterthought, but as fuel for getting through what’s hard, together.

To find out more about Soji Team Coaching, reach out to us via info@soji.com.au.

Photo by Christian Linnemann on Unsplash

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

learning & change

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Extending Collaborative Partnership

Connecting with a broader system of interested parties is critical for navigating today’s complex challenges.

 

The challenges teams face today are increasingly complex. This complexity is not something that can be overcome with deep and narrow expertise. Instead, these uncertain, ever-changing and potentially volatile environments require diverse collaborative partnerships to form quickly, adopt a design mindset, and begin experimenting and iterating their practice based on what they learn.

 

Often, a team does not contain the requisite diversity of perspective, experience, capability, or agency. In these cases, extended partnerships are vital. If you take this idea a little further, one might say that for teams to increase the value they create in the world, they must always be building partnerships and collaborating in various ways beyond the traditional boundaries, whether they are team, divisional, organisational, or sector-based. This article shares a set of tactics a team can use to improve collaborative partnering for systemic impact.

 

Dr Peter Hawkins reminds us that teams exist to fulfil a specific purpose shaped by the stakeholders who define the team’s context. Hawkins’ approach of “outside-in” and “future-back” thinking emphasises that stakeholders—or “interested parties” or “partners”—must guide and inspire the team’s work, ensuring relevance and impact. Without these external connections, teams risk becoming insular and losing sight of their purpose.

 

How Might a Team Do This?

Achieving meaningful stakeholder engagement requires deliberate actions and strategies:

 

Map Interested Parties (System Players or Agents)

Using various stakeholder categories to prompt thinking, teams can map their stakeholders to understand who they are and their influence on the team’s purpose. This process might include:

  1. Gather team: Assemble a diverse team to ensure comprehensive perspectives. Equip the group with stakeholder category prompts: Investors and Funders, Customers, Suppliers and Providers, Employees and Contractors, Communities in which the organisation operates, The more-than-human world)
  2. List players: Invite the group to capture all potential stakeholders across the six categories on sticky notes.
  3. Consider the 13th Fairy and 7th Generation: Identify overlooked or underrepresented stakeholders who could disrupt plans if ignored. Reflect on the long-term impact of decisions, ensuring future generations’ interests are represented. See the end of this blog for more information on the 13th Fairy and 7th Generation.
  4. Prioritise players: Use criteria like influence, interest, and alignment with the team’s purpose to prioritise stakeholders.
  5. Create a visual: Create a stakeholder map or matrix to display relationships and levels of influence.

 

Design Engagement Practices

Teams can collaboratively design routines and practices tailored to different types of engagement.

Build a shared understanding of your ‘stakeholders’ perspectives.

  • Conduct stakeholder interviews to gather in-depth insights about their needs and priorities.
  • Facilitate workshops or focus groups to encourage open dialogue and exchange of ideas.
  • Use surveys or feedback forms to gather quantitative data on stakeholder attitudes and expectations.
  • Develop personas or stakeholder maps to visualise different perspectives and ensure all voices are represented.

 

Scout out ways to bring new insights and perspectives into the collective.

  • Research emerging trends or technologies that could offer fresh viewpoints relevant to stakeholders.
  • Invite external experts or thought leaders to present new ideas and stimulate thinking.
  • Set up cross-functional teams to foster diverse viewpoints and encourage innovation.
  • Leverage data analytics to uncover patterns or insights that may not be immediately obvious to stakeholders.

 

Practice ambassadorship when representing the collective in the broader system.

  • Regularly communicate the collective’s goals, values, and achievements to external stakeholders.
  • Maintain an active presence in relevant industry or community events to build visibility and credibility.
  • Develop clear and consistent messaging that aligns with the collective’s mission and engages external audiences.
  • Foster relationships with key influencers to strengthen support for the collective’s initiatives in the broader system.

 

Partner with stakeholders to create shared value.

  • Co-create initiatives or projects with stakeholders to ensure mutual benefit and alignment with their goals.
  • Identify and prioritise joint ventures or collaborations that leverage the strengths of each stakeholder.
  • Establish clear communication channels to monitor progress and address any challenges collaboratively.
  • Design performance metrics that measure success based on shared value creation and impact.

 

Establishing Cycles of Engagement and Review

To ensure stakeholder practices remain effective, teams should:

  1. Plan engagement Create a calendar of activities, ensuring regular stakeholder interaction. Define clear objectives for each engagement cycle, tied to team goals and stakeholder priorities.
  2. Review Process: Hold debrief sessions after each engagement activity to evaluate outcomes and gather feedback. Use stakeholder input to adjust practices and address any gaps or challenges. Maintain records of engagements, insights gained, and actions taken to ensure continuity and accountability.
  3. Continuously Improve: Schedule periodic “state of engagement” meetings to review progress. Incorporate feedback from these meetings into the next cycle of planning.

 

Engaging stakeholders is a dynamic process that underpins a team’s ability to remain purposeful and impactful. By embracing practices inspired by thinkers like Peter Hawkins, Adam Kahane, Peter Block, and Edgar Schein, teams can foster relationships rooted in shared understanding, collaboration, and long-term value creation. This not only ensures the team’s relevance but also strengthens their capacity to tackle the challenges of an ever-changing world.

 

13th Fairy

Peter Hawkins uses the 13th Fairy as a metaphor for overlooked or excluded stakeholders in organisations and systems. The term comes from Sleeping Beauty, where the 13th Fairy, not invited to the christening, curses the princess in response to her exclusion.

In this context, the 13th Fairy represents individuals, groups, or broader factors (like the environment) that aren’t given a voice in decision-making but can significantly disrupt outcomes if ignored. Examples include disgruntled employees, local communities affected by business operations, or future generations impacted by short-sighted decisions.

Hawkins highlights the need for systemic awareness—recognising and engaging all stakeholders, even those not immediately visible. Doing so prevents conflict, builds inclusivity, and ensures more sustainable outcomes. The 13th Fairy serves as a reminder of the risks of exclusion in leadership and decision-making.

 

7th Generation

The idea of the 7th Generation draws on Native American wisdom, which prompts us to consider stakeholders across time: the three generations before us, our own, and the three that follow. This perspective encourages systemic thinking, recognising the impact of decisions on past, present, and future stakeholders.

In practice, this means learning from and honouring the contributions of past generations, making responsible decisions that benefit current stakeholders, and ensuring sustainability and resilience for future generations. It’s about balancing the needs of the past, present, and future in every decision.

To find out more about Soji Team Coaching, reach out to us via info@soji.com.au.

Photo by Clay Banks on Unsplash

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

learning & change

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Systemic Team Coaching Kickstart Guide

High-value teams drive organisational success, but working together effectively isn’t always straightforward. Shifting priorities, communication gaps, and different working styles can make collaboration challenging. Because of this, many leaders look for ways to build stronger, more engaged, and effective teams.

Team coaching can help. At its best, it enables teams to reflect more deeply, strengthen connections, and improve how they work together. In this post, we’ll explore team coaching, how Soji’s approach supports teams, and how you can kickstart your own team coaching journey using a video walkthrough and a team coaching canvas.

What is Team Coaching?

Team coaching is a structured approach to team development that focuses on collective growth rather than just individual skill-building. A team coach acts as a facilitator, helping teams engage in structured dialogue, reflection, and exercises that encourage shared discovery and problem-solving.

Unlike a consultant or trainer, a coach doesn’t provide solutions or tell the team what to do. Instead, they create space for teams to shape their own direction, build collaboration skills, and develop the ability to self-coach over time. The result? More adaptable, aligned, and high-performing teams that can sustain their progress independently.

Soji’s Approach

At Soji, we believe that effective teams are deliberate about how they work together. Our coaching helps teams gain clarity, build shared accountability, and strengthen their ability to navigate complexity.

To do this, we focus on five core team effectiveness disciplines:

  1. Commissioning a Compelling Purpose – Identifying the unique value a team is meant to create and capturing it as a shared purpose that individual members can’t achieve alone.
  2. Clarifying Shared Accountability – Translating purpose into tangible goals, priorities, and measures that help the team track progress and hold each other accountable.
  3. Co-Creating Value Through Shared Practices – Establishing effective ways of working, including rituals and routines that drive collaboration and results.
  4. Connecting to the Broader System – Developing relationships beyond the team to create value and expand impact across the organisation.
  5. Continuous Learning and Improvement – Embedding reflection, feedback, and iteration to keep improving over time.

Soji’s coaching places teams in the driver’s seat, guiding them to navigate complexity and shape their own development. The goal is for teams to emerge more connected, confident, and capable of achieving long-term success.

Want to Try Team Coaching? Start Here.

Even if you don’t have a coach yet, you can start exploring team coaching right away. Below are two practical resources to help you get started:

  • Watch the video – This walkthrough video introduces a simple team coaching process you can try.
  • Download the canvas – A structured tool to help your team clarify goals, reflect on challenges, and take action together.

These resources can help your team begin the journey of improving collaboration, strengthening trust, and driving better results—whether or not you’re currently working with a coach.

Why Invest in Team Coaching?

Teams that engage in coaching often experience the following:

  • Stronger collaboration – Teams gain a clearer understanding of how they work together and what they can do to improve.
  • Deeper systemic awareness – Teams learn to think beyond their immediate work and consider their broader impact.
  • Greater psychological safety – Coaching helps normalise complexity and create a culture where team members feel safe contributing, challenging, and learning.

Is Your Team Ready for Coaching?

Before diving in, consider whether your team meets these key conditions for effective team coaching:

✔️ A clear purpose – There is a strong reason for the team’s existence.
✔️ A manageable size – Ideally 8–12 members to ensure meaningful dialogue.
✔️ A genuine desire to improve – Team members want to work better together.
✔️ Informed consent – Everyone understands and agrees to the coaching process.
✔️ A culture of reflection & dialogue – The team is open to honest discussion.
✔️ No major interpersonal conflicts – Coaching is not a substitute for conflict resolution.

If these conditions are in place, your team is well-positioned to benefit from coaching.

Next Steps

Team coaching isn’t just about improving performance—it’s about helping teams become more intentional about how they work together. Soji’s approach provides teams with the structure, space, and support to develop their skills to succeed.

If you’re ready to explore team coaching, start with the video and coaching canvas linked above. And if you’re looking for deeper support, Soji is here to help.

 

To find out more about Soji Team Coaching, reach out to us via info@soji.com.au.

Team Coaching Canvas editable

Photo by Josh Calabrese on Unsplash

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

learning & change

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Who is Involved in Codesign?

Codesign, a collaborative approach to problem-solving, places people at the heart of the process, integrating diverse perspectives to tackle complex issues. But who exactly is involved, and how do their roles contribute to the success of codesign? Here’s a detailed look at the key players and the principles that guide this innovative approach.

 

The Key Players in Codesign

  • Facilitation Team—The facilitation team leads the codesign initiative. They guide design workshops and synthesise the in-session outputs, ensuring all voices are heard and activities run smoothly.
  • Project Team – The project team manages the project and finalises outputs. They own the issue, manage stakeholders, and keep the project on track between sessions, ensuring that codesign activities produce tangible results.
  • Codesign Team – This diverse group of stakeholders, specialists, and provocateurs bring a wealth of experience and insight. Actively involved in workshops and activities, their unique perspectives foster creativity and innovation.
  • Stakeholder Groups – Various stakeholder groups are invited to participate in specific aspects of the codesign process. Their feedback ensures that solutions are relevant and grounded in real-world needs.
  • Governance Structure—This body provides strategic oversight. It ensures that the codesign initiative aligns with organisational goals, maintains the integrity of the process, and directs efforts towards meaningful outcomes.

 

Five I’s of Codesign

To successfully gather a codesign team, consider the following principles, known as the Five I’s:

  • Informed – The codesign team must have members who are deeply informed about the problem. Their knowledge and expertise are crucial for understanding the complexities and nuances of the issues.
  • Impacted –The team should include members likely to be directly impacted by the outcomes. Their vested interest in the results ensures genuine engagement and commitment to the process.
  • Interested – Participants need to be genuinely interested in the topic. Their enthusiasm and curiosity drive the energy and creativity necessary for effective codesign.
  • Invested – The team should include individuals who are personally invested in the initiative’s success. Their dedication motivates continuous participation and effort throughout the project.
  • Implementers – The team should include members likely to implement the solutions. Their involvement in the design and execution phases ensures continuity and practical application of the codesigned solutions.

 

Codesign is a powerful approach to addressing complex challenges by harnessing diverse stakeholders’ collective expertise and perspectives. By understanding the roles of key players and using the Five I’s to form an effective codesign team, you can lead more effective and inclusive problem-solving, driving meaningful change within organisations.

To find out more about how to upskill your leaders in facilitation, codesign or for support with your next codesign project, reach out to us via info@soji.com.au.

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learning & change

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Composure and Resilience

Composure and resilience enable leaders to navigate challenges, make sound decisions, and inspire their teams. This article explores the concepts of composure and resilience, their importance in leadership, and practical strategies to develop these qualities, drawing on insights from Brene Brown, Martin Seligman, Nicholas Taleb, Kristen Hansen, Angela Duckworth, Bill Adams, and William Anderson.

 

What are Composure and Resilience?

Composure is the ability to remain calm and in control during stressful situations. It allows leaders to think clearly and act decisively, even under pressure. Resilience, on the other hand, is the capacity to recover from setbacks and adapt to change. These traits help leaders maintain stability and guide their teams through difficult times.

Composure and resilience are crucial for effective leadership. Composure helps leaders make clear decisions during challenging times, allowing them to assess situations objectively and choose the best course of action. Resilient leaders can overcome challenges and inspire their teams to do the same, promoting perseverance and determination. Real-world examples include CEOs staying calm during crises, guiding their companies through turbulent times, and team leaders staying focused and motivating their teams despite obstacles.

 

Developing Composure and Resilience

Developing composure and resilience requires deliberate practice and the adoption of specific strategies. Here are some practical approaches based on insights from influential thinkers:

 

Cultivate Grit (Angela Duckworth)

Grit involves a combination of passion and perseverance towards long-term goals. Angela Duckworth emphasises that leaders must identify what motivates them and commit to these passions. By developing grit, leaders can maintain their motivation and drive even in the face of challenges.

  • Identify and Pursue Passion: Discover what you’re passionate about and commit to pursuing it.
  • Develop Persistence: Cultivate a mindset of persistence and determination towards your goals.
  • Practice Resilience: Embrace setbacks as opportunities to learn and grow stronger.

 

Practice Optimism (Martin Seligman)

Martin Seligman’s work on learned optimism highlights the importance of maintaining a positive outlook. Optimistic leaders can navigate difficulties more effectively and inspire their teams to stay hopeful and focused. Developing optimism involves actively challenging negative thoughts (and language) and fostering gratitude and strength-based approaches.

  • Challenge Negative Thoughts: Actively challenge pessimistic thoughts and replace them with more optimistic ones.
  • Focus on Strengths: Use your strengths to navigate through challenges and setbacks.
  • Cultivate Gratitude: Regularly practice gratitude to enhance positive emotions and resilience.

 

Embrace Vulnerability (Brene Brown)

Brene Brown’s research underscores the value of vulnerability in building authentic connections and resilience. Leaders who embrace their imperfections and set clear boundaries can foster trust and empathy within their teams, leading to stronger, more resilient relationships.

  • Embrace Imperfections: Recognise and embrace your vulnerabilities and imperfections.
  • Set Clear Boundaries: Establish and maintain clear boundaries in your relationships and life.
  • Practice Empathy: Develop empathy towards yourself and others to build connections and resilience.

 

Encourage Antifragility (Nassim Nicholas Taleb)

Nassim Nicholas Taleb’s concept of antifragility suggests that systems and individuals can grow stronger through stress and challenges. Leaders can cultivate antifragility by embracing uncertainty, diversifying their experiences, and viewing failures as valuable learning opportunities.

  • Embrace Uncertainty: See volatility and uncertainty as opportunities for growth and adaptation.
  • Diversify Experiences: Seek diverse experiences and exposures to build resilience.
  • Learn from Failures: View failures as learning opportunities and use them to improve and grow.

 

Cultivate Mindfulness (Rick Hanson)

Rick Hanson advocates for mindfulness to enhance self-awareness and emotional regulation. Mindful leaders can stay present and calm, even in stressful situations, which helps them make better decisions and build emotional resilience.

  • Practice Mindfulness: Engage in regular mindfulness practices to enhance self-awareness and emotional regulation.
  • Savour Positive Experiences: Deliberately savour positive moments and experiences to build inner resources.
  • Cultivate Kindness: Foster kindness and compassion towards yourself and others to enhance resilience and well-being.

 

Composure and resilience are critical traits for effective leadership. They enable leaders to navigate challenges, make sound decisions, and inspire their teams. Leaders can develop these essential qualities by cultivating grit, practising optimism, embracing vulnerability, encouraging antifragility, and cultivating mindfulness. Developing composure and resilience is a continuous journey. Still, the benefits for leaders and their teams are worth the effort.

Photo by Dulcey Lima on Unsplash

 

 

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Uncover a leadership vision

What is a Leadership Vision?

A leadership vision is an ideal that guides leaders as they develop themselves, motivate others, and balance ambition with practical realities. It articulates a compelling future state that inspires individuals and serves as a roadmap for decision-making and aligning efforts toward shared objectives.

 

What’s the benefit of working with vision?

Leaders can improve their ability to make strategic decisions and inspire their teams by developing clear mental representations of their desired future state. This involves continuous refinement through deliberate practice, seeking feedback, and reflective thinking. Developing an individual and collective vision offers benefits relating to strategic alignment, fostering creativity and innovation, and enhancing personal agency and resilience amidst challenges.

 

Individual Vision vs. Collective Vision

Distinguishing between individual and collective visions is crucial for organisational coherence and alignment. While a leader’s personal vision reflects their aspirations and values, a collective vision represents shared goals and aspirations that unite teams and stakeholders. Aligning individual visions with the broader organisational vision fosters a sense of ownership and commitment among team members, driving collaborative efforts towards common objectives.

 

Supporting Collective Vision with Individual Vision

Leaders can leverage their personal vision to inspire and shape the organisation’s collective vision. By aligning personal values and aspirations with organisational goals, leaders foster a culture of authenticity and alignment. Building consensus around a shared vision requires transparency, inclusivity, and effective communication that resonates with stakeholders at all levels.

 

Uncover a Leadership Vision:

Here are some steps to help you uncover and develop a leadership vision:

  1. Gather the Vital Ingredients: Consider essential elements such as personal values, stakeholders’ expectations, and strategic intent for the organisation. Reflect on your strengths and relevant situational or environmental factors influencing your leadership context.
  2. Imagine a Desired Future State: Envision a positive and inspiring future for your organisation. Visualise the outcomes you wish to achieve and the impact your vision will have on stakeholders and the broader community.
  3. Make Your Vision Tangible: Translate your envisioned future into a concrete vision statement that captures the essence of your desired future state story. A compelling vision statement is essential for communicating your vision effectively to stakeholders and aligning their efforts towards common goals.
  4. Nurture and Evolve Your Vision: Share your vision story with others to gather feedback and insights. Embed your vision into personal actions and organisational initiatives to demonstrate commitment and inspire confidence among team members. Keep your vision alive through ongoing dialogue, reflection, and adjustments based on evolving circumstances and stakeholder feedback.

 

Implementing and Evolving

Deep listening and dialogue are crucial for aligning stakeholders around a shared vision. Leaders must embody the values and behaviours outlined in the vision statement, leading by example. Continuous communication and dialogue ensure the vision remains relevant and inspires collective action towards organisational goals.

 

Challenges and Considerations

Developing and maintaining a leadership vision presents challenges. Leaders need to navigate uncertainty and complexity with authenticity and adaptability, fostering a culture of trust and openness where diverse perspectives contribute to the evolution and refinement of the vision over time.

 

A leadership vision is a foundational element that helps organisations navigate complexity with clarity and purpose. By embracing a reflective and adaptive approach, leaders can develop and nurture a vision that inspires innovation, resilience, and sustained success.

Photo by Anastasia Petrova on Unsplash

 

 

 

 

 

 

 

 

 

 

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Trust and Credibility

Trust and credibility are crucial in leadership for building successful relationships, teams, and organisations. Understanding these fundamental elements, as defined by thought leaders such as Stephen M.R. Covey, Brené Brown, Kouzes and Posner, and Marshall Goldsmith, is essential for any leader aiming to create a positive and productive environment.

 

Trust can be described as a solid belief in an individual’s dependability, truth, or capability. It involves integrity, dependability, and uniformity in actions and decisions. Credibility, on the other hand, is the quality of being relied on and believed in. It is established through demonstrating competence, dependability, and honesty over time.

 

Building Trust

Here are some practices leaders can apply to build trust and credibility.

 

Act with Integrity:

Acting with integrity means consistently aligning actions with values and commitments. Leaders who do what they say they will do and uphold ethical standards build a reputation for reliability and trustworthiness.

  • Consistently align actions with values and commitments: Ensure that decisions and actions consistently reflect your values and ethical standards. Leaders who demonstrate integrity build a reputation for trustworthiness and reliability.
  • Be transparent and honest in all communications: Transparency fosters trust by ensuring that information is shared openly and honestly. Honest communication, even when delivering difficult messages, strengthens trust and credibility.
  • Uphold ethical standards and hold others accountable: Establish clear guidelines and policies and sanction violations accordingly. Holding oneself and others accountable for ethical behaviour reinforces a culture of trust and integrity.

 

Grow Connection:

Building trust requires open communication, active listening, empathy, and a willingness to extend trust to others. This approach fosters genuine relationships and encourages collaboration and innovation.

  • Open communication channels: Create an open environment where team members feel comfortable sharing ideas, concerns, and feedback. Open communication builds trust by promoting transparency and inclusivity.
  • Practice active listening and empathy: Actively listen to others without judgment and demonstrate empathy for their perspectives and feelings. Genuine empathy builds rapport and trust, showing others that their opinions and emotions are valued.
  • Extend trust to others: Delegate responsibilities and decision-making authority appropriately, demonstrating confidence in team members’ capabilities. Trusting others encourages autonomy and empowerment, fostering a positive and collaborative work environment.

 

Model Consistency:

Leaders who demonstrate reliability and predictability in their actions reinforce their credibility and build trust over time.

  • Establish clear expectations and guidelines: Define roles, responsibilities, and performance expectations to avoid misunderstandings and promote consistency. Clarity in expectations helps team members understand what is expected of them, enhancing trust and accountability.
  • Demonstrate reliability in decision-making: Base decisions on consistent principles and fair processes. Consistent decision-making builds trust by demonstrating predictability and fairness.
  • Be predictable in behaviour and responses: Maintain consistency in behaviour, reactions, and responses to various situations. Predictability in leadership fosters a sense of stability and reliability among team members, enhancing trust and confidence.

 

Build Capability:

Leaders who continually enhance their skills and knowledge inspire confidence in their ability to lead effectively and navigate challenges.

  • Invest in continuous learning and development: Commit to ongoing personal and professional growth through training, workshops, and learning opportunities. Leaders who continually improve their skills and knowledge inspire confidence in their ability to lead effectively.
  • Seek feedback and actively apply it: Solicit feedback from peers, mentors, and team members to gain insights into strengths and areas for improvement. Actively applying feedback demonstrates a willingness to grow and adapt, fostering trust and respect.
  • Mentor and coach others to enhance their skills: Identify and develop the strengths of team members through mentoring and coaching. Supporting others in their professional growth cultivates a culture of learning and trust within the team.

 

Deliver Results:

Trust is ultimately solidified through consistent, high-quality results. Leaders who achieve objectives and produce meaningful outcomes build a track record of success that enhances their credibility and inspires trust in their leadership capabilities.

  • Set ambitious yet achievable goals: Collaborate with team members to set clear, challenging goals that align with organisational objectives. Ambitious goals inspire motivation and commitment, while achievable milestones build momentum and trust.
  • Monitor progress and adjust strategies as needed: Regularly assess performance metrics, adjust strategies to overcome challenges, and capitalise on opportunities. Adaptive leadership demonstrates responsiveness and commitment to achieving results.
  • Communicate achievements and outcomes effectively: Share successes and outcomes with stakeholders and team members transparently. Effective communication of achievements reinforces credibility and celebrates collective efforts, fostering trust and collaboration.

 

Challenges and Solutions

Despite the clear benefits of building trust and credibility with others, there are many challenges to navigate:

  • Building trust in a distrustful organisation can be tricky due to past issues that cast a shadow. Leaders can rebuild trust by being transparent, sharing information openly, and consistently acting with integrity. Holding yourself and others accountable also shows reliability, gradually restoring confidence in leadership.
  • Balancing transparency and confidentiality can be complex. Clear communication about what can and cannot be shared helps maintain trust. Defining roles and goals clearly reduces misunderstandings, aligns everyone’s expectations, and boosts trust and confidence.
  • Addressing personal biases means leaders should be aware of their own biases, seek feedback, and value diverse perspectives. This openness fosters trust by ensuring fairness and respect for different viewpoints, creating a supportive environment where trust can thrive.

 

Trust is not built overnight but grows steadily through sustained effort and genuine engagement with others. Leaders who consistently demonstrate these principles strengthen their credibility and inspire others to contribute their best to shared goals and aspirations.

Photo by Joshua Hoehne on Unsplash

 

 

 

 

 

 

 

 

learning & change

1 leaders/ 2 strategy/ 3 culture/

Working with Personal Values in Developing a Leadership Perspective

Effective leadership goes beyond technical skills and expertise; it requires a deep connection to one’s core values. Values-driven leadership fosters authenticity, resilience, and trustworthiness, essential for leading effectively. This article explores the importance of working with personal values through four key actions: distilling values, committing to valued actions, developing mindful awareness, and building flexibility.

 

Understanding Values vs. Goals

Values are fundamental beliefs that guide our actions and decisions. These convictions are deeply personal and can vary greatly from person to person. Another definition of values is, as chosen life directions that reflect what is most important to us. They are ongoing, dynamic principles that provide a sense of purpose and meaning. Unlike goals, which are specific, achievable outcomes, values are about the direction in which we want to move throughout our lives. For instance, while a goal might be to complete a project by a certain deadline, a value might be to embody integrity and excellence in work.

See the end of this post for a list of values to prompt your thinking.

1. Distil Your Values

The first step in values-driven leadership is identifying and clarifying your core values:

  • Sort Your Values: Reflect on what principles are essential for you to live a fulfilling life. Make a long list or work with a sample pack of value statements. Sort them into three categories: values that matter most, matter somewhat and matter least. To help consider:
    • Is this who I am at my best?
    • Do I use it as a filter to make hard decisions?
    • Does it reflect who I am at my core?
    • Is it essential for me to live a fulfilling life?
  • Rank Your Values: Prioritise these values to understand which are most important to you. This ranking helps guide your actions and decisions, ensuring they align with your deepest beliefs.

This process acts as a compass, providing direction in complex and challenging leadership situations.

 

2. Commit to Valued Actions

Identifying values is only the beginning; the next step is to translate these values into concrete actions:

  • Set Goals Aligned with Values: Develop specific, actionable goals that reflect your values in action. Think about how you might create the conditions for living more in line with your values. For example, if you value innovation, set goals that encourage creative problem-solving within your team.
  • Persistent Effort: Commitment requires persistence, especially when faced with obstacles. Embrace the challenges that come with pursuing your values-driven goals, as these efforts build resilience and authenticity. Build in ways to keep yourself accountable for your actions. Recognise that competing priorities will emerge and unhelpful thoughts and feelings will show up to pull you away from some of your plans.

Committing to valued actions ensures that your leadership is consistent and purpose-driven.

 

3. Develop Mindful Awareness

Mindful awareness involves being present and attentive to your inner experiences, particularly the thoughts and emotions that may hinder values-based actions:

  • Notice Inner Dialogue: Observe your internal dialogue without judgment. Recognise thoughts and feelings that might discourage you from acting according to your values, such as self-doubt or fear of failure. The idea is that if you can create some space between the thought and you as the observer, you are less likely to get unhelpfully hooked and dragged away from your values-based action.
  • Mindful Practice: Incorporate mindfulness practices, such as meditation or journaling, to enhance your awareness and acceptance of these internal experiences. This awareness helps you stay committed to your values despite internal resistance. Being able to distinguish a legitimate, constructive thought from a reactive /defensive and unhelpful ‘auto-pilot’ script, takes ongoing practice.

Developing mindful awareness allows you to navigate internal obstacles and remain aligned with your values.

 

4. Build Flexibility

While it’s essential to have a strong connection with your values, it’s equally important to hold them lightly:

  • Regular Review: Periodically review your values to ensure they still align with your current life circumstances and leadership context. Life changes, and so should your understanding and application of your values.
  • Adapt for Workability: Be willing to adapt your values and the actions associated with them. When you notice that your values or the behaviours you associate with them are not supporting you in a sustainable manner, be open to change. This isn’t about letting go of things that matter. Rather, it is about adapting your ways of thinking to give you more positive options for living a values-based life. This flexibility ensures that your values are workable over time and that they continue to serve you positively.

Adapting for workability allows leaders to maintain authenticity while being responsive to change.

 

Integrating personal values into leadership development creates a strong foundation for authentic and effective leadership. By distilling your values, committing to valued actions, developing mindful awareness, and building flexibility you can cultivate a leadership perspective that is resilient, trustworthy, and deeply fulfilling. This approach not only enhances personal growth but also inspires and empowers those you lead, fostering a more engaged and motivated team.

Here is a list of values to spark your thinking:

Cluster 1: Personal Attributes

  • Authenticity (Genuineness, Realness, Truthfulness)
  • Courage (Bravery, Fearlessness, Fortitude)
  • Humility (Modesty, Meekness, Unpretentiousness)
  • Integrity (Honour, Rectitude, Uprightness)
  • Self-awareness (Consciousness, Self-examination, Self-observation)
  • Self-care (Self-nurturing, Self-pampering, Self-attentiveness)
  • Self-control (Discipline, Restraint, Self-discipline)
  • Self-development (Personal Growth, Self-improvement, Progress)
  • Self-respect (Self-esteem, Dignity, Self-regard)
  • Self-reflection (Introspection, Self-analysis, Self-evaluation)

Cluster 2: Positive Relationships

  • Compassion (Empathy, Kindness, Mercy)
  • Friendship (Companionship, Camaraderie, Fellowship)
  • Kindness (Benevolence, Compassion, Gentleness)
  • Love (Affection, Adoration, Devotion)
  • Loyalty (Devotion, Faithfulness, Allegiance)
  • Supportiveness (Helpfulness, Assistance, Encouragement)
  • Forgiveness (Pardon, Absolution, Reconciliation)
  • Gratitude (Appreciation, Thankfulness, Acknowledgment)
  • Trust (Reliance, Confidence, Trustworthiness)
  • Respect (Admiration, Esteem, Regard)

Cluster 3: Inner Harmony and Well-being

  • Balance (Equilibrium, Harmony, Stability)
  • Happiness (Joy, Contentment, Bliss)
  • Inner Peace (Tranquillity, Serenity, Calm)
  • Mindfulness (Awareness, Presence, Consciousness)
  • Patience (Forbearance, Tolerance, Endurance)
  • Pleasure (Enjoyment, Delight, Gratification)
  • Spirituality (Religiousness, Faith, Belief)
  • Skilfulness (Expertise, Proficiency, Skill)
  • Health (Well-being, Fitness, Wellness)
  • Contentment (Satisfaction, Fulfillment, Gratification)

Cluster 4: Positive Attitudes and Growth

  • Achievement (Success, Accomplishment, Attainment)
  • Curiosity (Inquisitiveness, Wonder, Interest)
  • Encouragement (Support, Reinforcement, Motivation)
  • Learning (Education, Knowledge Acquisition, Study)
  • Growth (Development, Advancement, Progress)
  • Openness (Transparency, Candidness, Receptivity)
  • Open-mindedness (Receptiveness, Flexibility, Tolerance)
  • Optimism (Positivity, Hopefulness, Confidence)
  • Responsibility (Accountability, Duty, Obligation)
  • Innovation (Creativity, Originality, Novelty)

Cluster 5: Integrity and Honesty

  • Authenticity (Genuineness, Realness, Truthfulness)
  • Fairness (Equity, Justice, Impartiality)
  • Honesty (Integrity, Sincerity, Truthfulness)
  • Integrity (Honour, Rectitude, Wholeness)
  • Justice (Fairness, Equity, Righteousness)
  • Trustworthiness (Reliability, Dependability, Credibility)
  • Accountability (Responsibility, Answerability, Liability)
  • Transparency (Openness, Clarity, Lucidity)
  • Sincerity (Honesty, Truthfulness, Genuineness)
  • Equity (Fairness, Impartiality, Equality)

Cluster 6: Community and Citizenship

  • Citizenship (Community Membership, Civil Responsibility)
  • Community (Society, Neighbourhood, Public)
  • Contribution (Participation, Involvement, Giving)
  • Cooperation (Collaboration, Partnership, Synergy)
  • Equality (Equity, Fairness, Parity)
  • Reciprocity (Mutuality, Give-and-take, Exchange)
  • Inclusivity (Diversity, Open-mindedness, Acceptance)
  • Solidarity (Unity, Togetherness, Support)
  • Service (Assistance, Aid, Help)
  • Diversity (Variety, Multiformity, Heterogeneity)

Cluster 7: Adventure and Fun

  • Adventure (Exploration, Excitement, Thrill)
  • Excitement (Thrill, Stimulation, Exhilaration)
  • Fun (Enjoyment, Amusement, Pleasure)
  • Fun-loving (Playful, Enjoyable, Merry)
  • Humour (Comedy, Wit, Jocularity)
  • Novelty (Freshness, Uniqueness, Originality)
  • Thrill (Excitement, Adrenaline, Elation)
  • Playfulness (Light-heartedness, Joviality, Frolic)
  • Exploration (Discovery, Investigation, Survey)
  • Enjoyment (Pleasure, Delight, Satisfaction)

Photo of our Soji values pack – reach out if you’d like to purchase a pack info@soji.com.au.

For other resources on values activities have a look at;

https://brenebrown.com/resources/dare-to-lead-list-of-values/

https://brenebrown.com/resources/living-into-our-values/

https://www.actmindfully.com.au/wp-content/uploads/2019/07/Values_Checklist_-_Russ_Harris.pdf

 

 

 

 

 

 

 

 

 

 

learning & change

1 leaders/ 2 strategy/ 3 culture/

The Power of Systems Thinking in Collaborative Design

Introduction 

Systems Thinking is an approach that helps groups to understand complex systems by examining their patterns, relationships, and influences. It allows groups to gain a deeper shared understanding of the bigger picture and how different elements interact with each other, which can lead to innovative solutions and effective change.

 

What is a System?

A system is an interconnected set of elements organised to achieve a goal. Every system, whether the human body or a sports team, has unique components, connections, and objectives. For instance, the digestive system comprises various organs that work together to break down food and extract nutrients.

 

Systems Thinking Principles

These principles can provide insight and understanding to help navigate complex systems effectively.

 

Wholeness: 

A system should be viewed as a whole rather than a collection of parts. This principle emphasises understanding the entirety of a system, recognising that its components interact and contribute to its overall behaviour. Just as a cat’s behaviour cannot be fully grasped by examining its organs, a system’s functioning is best understood as a cohesive entity.

Interconnectedness: 

All parts are interconnected, and each part relies on something else to survive. Just as humans depend on air, food, and water, systems rely on various elements for their existence. This interconnectedness fosters feedback loops, wherein changes in one part of the system can reverberate throughout, either reinforcing or balancing its states. Acknowledging these interdependencies is crucial for comprehending a system’s dynamics.

Feedback: 

Systems are nonlinear, and understanding how feedback works is vital. Feedback mechanisms play a crucial role in regulating system behaviour, either amplifying or dampening changes within the system. By recognising and analysing feedback loops, one can gain insight into the system’s stability and adaptability, thereby facilitating effective interventions or adjustments.

Emergence: 

Complex behaviour can arise from the interaction of simple components. Much like how new conditions emerge from the interaction of elements within a system, complex behaviours or properties can emerge from the interplay of its constituent parts. This principle underscores the importance of considering emergent phenomena when studying or managing systems, as they may exhibit behaviours not readily predictable from the characteristics of their individual components.

Multiple Perspectives: 

Considering different perspectives can lead to better systems initiatives. Embracing multiple perspectives allows for deepening the shared understanding of a system. By incorporating diverse viewpoints, stakeholders can uncover hidden dynamics, identify potential risks or opportunities, and develop more robust strategies for managing or improving the system. This principle encourages inclusivity and collaboration, recognising the value of varied expertise and experiences in tackling complex systemic challenges.

 

Systems Mapping Activity

Causal loop diagrams are valuable aids in visualising and understanding systemic dynamics. These diagrams delineate the subtle relationships between variables, illuminating feedback loops, delays, and emergent behaviours within a system. Through collaborative exploration, teams can gain deeper insights into the systemic forces at play, paving the way for informed decision-making and strategic interventions.

 

Preparation:

Draft a problem statement, gather the team, organise the venue, prepare materials, and circulate any prereading before the session to ensure everyone is well-prepared.

  • Draft problem statement – We typically use the How Might We… format. Your statement might change during the session, but having a starting point to focus attention is useful.
  • Gather the team – You can run this collaborative activity with groups as small as three and for as many as your space allows. The sweet spot is between 5 and 8 people. So once you have over eight, divide participants into subteams. Think about forming a well-rounded team with diverse perspectives, strong commitment, and practical insights. The ideal participants for a system mapping activity should be:
    • deeply informed about the problem; 
    • directly impacted by the outcomes; 
    • genuinely interested in the topic; 
    • personally invested in its success; 
    • And likely to play a role in implementing the solutions. 
  • Organise the venue – You need a venue that allows enough space for subgroups to gather comfortably around tables while also being able to see each other and the facilitator at a central point.
  • Prepare materials – Preprinted systems circle canvas for each subgroup. We recommend A1 size at a minimum. If you have to work with groups larger than 8, the A0 size works better. Participants each required a pack of small sticky notes and a thin black marker. Each subgroup needs 3-4 thin coloured markers, one thick highlighter, and a pack of large rectangular sticky notes.
  • Circulate prereading – Before the session, share the aim, agenda and any additional prereading. Depending on the issue’s complexity, the participants’ background understanding, and the time you have for the session, you may need to circulate prereading. However, our preference is to keep this to a minimum. If you have to explain too much of the issue, you may not have the right people in the session.

 

Step 1: Welcome and Open | 15 – 30m

Bring the group together, share the purpose (using your issue or opportunity statement), and confirm timings. Outline the activity process, desired outcomes, and how this activity fits into any broader initiatives. Run a check-in activity and invite everyone to share a word or two, commenting on the goal and the process or behaviours that will be important to make the session successful.

 

Step 2: Deciding the Arena | 5-15m

This step further defines the exploration arena. It involves groups selecting a specific system, arena, or problem space to explore together. With larger groups, you might explicitly invite subgroups to focus their work on different aspects of the larger problem/opportunity.

You can share a springboard story to better orient the group to the problem space, invite key speakers to share different perspectives to inspire new thinking, or dive straight in and allocate problem/opportunity statements to each group as their arena.

 

Step 3: Capture the Elements | 5-15m

With the arena defined, participants begin brainstorming the various elements or variables that make up the system. Define elements as things in the system that can increase or decrease and be measured somehow. On small sticky notes, participants jot down elements and place them around the circle on the canvas. 

Here’s a template you can use; Systems Links Canvas.

Give some relevant examples to bring the concept alive. Things like “customer satisfaction,” “stock level,” or “communication transparency” can all increase or decrease. Another way of thinking about these elements is as things you can measure: time, quality, volume, ratios, costs, numbers, etc.

Explain that the goal is to quickly generate a list of elements or variables related to the chosen system. Have participants use the write, stick, say method to capture elements. Set up the activity as generative, not evaluative. You don’t have to agree on the elements at this stage; just capture them. Explain that you are going for volume quickly and that the groups will have a chance to check quality and refine it later. Explain the three steps. If you think of an element, write it on a note, stick it on the canvas and then say what you wrote out loud – don’t explain it, just read it out. This process limits duplicates, invites balanced contribution, enables builds and alterations from each other’s thinking and generates a high volume of outputs in a short period by removing the evaluation element.

Check understanding, set groups on their task and monitor time. You want all groups to have around 20 elements on their canvas. Once they do, have them go back and check the quality of their elements. Ensure they are written neutrally as a measure that could increase or decrease. If the group has more than can comfortably fit around the circle canvas, have them deprioritise a few.

 

Step 4: Connect the Elements | 20m

Once the variables have been identified, participants move on to the next step: drawing connections to show causation. Describe the two different causal links and show how to represent each. Same direction relationships are where one variable moves in a direction and the other moves in the same direction. Represent these by drawing a line connecting the variables with an arrowhead at one end to show direction and an (S) symbol to show the type of causation. For example, in the case of smoking and lung cancer, same direction relationships would be represented by an arrow pointing from the smoking variable to the lung cancer variable, indicating that as smoking increases, the risk of lung cancer also increases.

Use an (O) symbol to represent opposite direction relationships. These show situations where one variable changes and another changes in the opposite direction. For instance, when studying the relationship between exercise and weight, we show an opposite direction relationship with an arrow pointing from the exercise variable to the weight variable, indicating that increasing exercise leads to a corresponding decrease in weight. 

When they identify elements with causal connections but the action and impact seem delayed, explain that this can be shown by drawing two parallel lines across the connection, indicating a pause. [//]

Invite groups to start drawing in their connections and discussing them as they do. Once again, give permission for groups to draw multiple connections that they might not all agree on. Explain that the discussion here is most important, and the purpose is to raise collective awareness and understanding of not only what actually happens in the system but also what each other thinks happens in the system.

Check understanding, set groups on their task and monitor time. You want all groups to have made many connections on their canvas.

During this step, you guide the group in stages. The first stage is to ensure they understand and can represent the different types of causation. The next stage is for them to all be engaged and draw potential connections between variables. The final stage is encouraging them to start capturing multi-point causation stories. This is where one variable impacts another, which then impacts a third, etc.

 

Step 5: Notice the Trends | 10-20m

As the diagram takes shape, participants step back to observe the emerging patterns and trends. They look for feedback loops—cycles of cause and effect that either reinforce or balance each other within the system. These loops may reveal areas of growth or stagnation, as well as potential leverage points for intervention.

This point in the process is an opportunity to explore system archetypes. A system archetype is a pattern or structure that helps us understand how a complex system behaves. It is a valuable tool for identifying issues and solutions in a system. Different types of archetypes describe different relationships and behaviours within a system. Understanding these patterns can help teams address problems more effectively. If you have this background knowledge, you can bring it in and invite participants to identify potential archetypes in play. If not, keep the discussion general and ask the group to notice patterns of repeated behaviour that seem important. Here are some questions to ask groups to consider:

  • What recurring patterns or trends seem most significant?
  • Are there any variables or relationships that have a disproportionate impact on the system as a whole?
  • Are there any elements in the map that influence each other in a circular or feedback loop?
  • Can you describe any instances where the system behaves in a way that surprises you or goes against expectations?
  • Based on the observed patterns, are parts of the system particularly resilient or vulnerable?
  • Can you identify any areas of growth or stagnation based on the feedback loops you see?
  • Do any elements in the system counterbalance each other? How might this affect the system’s behaviour?
  • Do you see any similarities between the observed behaviour of the system and known system archetypes?
  • How might understanding these patterns help us address challenges or identify opportunities for intervention within the system?

 

Step 6: Capture Insights | 10-20m

Finally, participants discuss and capture insights gleaned from the Systems Mapping exercise. They reflect on the relationships and feedback loops identified, considering how they might impact the system’s functioning as a whole. Through this dialogue, participants uncover new perspectives, insights, and potential next steps for driving positive change. Have them discuss and capture their responses to questions like these:

  • What did you learn from mapping the system together?
  • What are the most critical insights to take into action?
  • What tangible steps might we take to make a positive impact?

 

Step 7: Review and Close | 15-30m

As the Systems Mapping activity ends, participants gather for a final debrief. Invite them to reflect and capture their final thoughts about the topic, collaborative experience, or next steps. Run a final checkout activity to share their final thoughts. Thank the group, link to the next steps in the broader initiative, and close the session.

 

Harnessing the Power of Systems Thinking

Through activities like Systems Mapping, participants can unlock a deeper understanding of their systems, uncovering insights to drive meaningful change and innovation.

To find out more about how to upskill your leaders in facilitation, codesign or for support with your next codesign project, reach out to us via info@soji.com.au.

Photo by olena ivanova on Unsplash

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
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