Systems Thinking: Modifying Organizations Without Damage Report

This report delves into the concept of systems thinking, emphasizing its significance in organizational change management. Drawing upon the "frog and bicycle" metaphors, it examines how organizations can implement modifications without disrupting their core functions or losing valuable personnel. The report explores the crucial roles of management and leadership in driving positive change, highlighting the importance of planning, organizing, leading, and controlling (POLC) within the context of systems thinking. It underscores the need for effective communication, empathetic leadership, and strategic delegation to foster a cohesive and productive work environment. The analysis further emphasizes the significance of organizational culture and the impact of individual and team dynamics on the success of change initiatives. By integrating these elements, the report provides insights into how organizations can adapt and evolve while preserving their strengths and ensuring sustainable growth.

Running head: SYSTEMS THINKING
Systems Thinking
Name of the Student
Name of the University
Author Notes:

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Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
The concept of frog and bicycle.............................................................................................3
Components of positive change.............................................................................................3
Role of the management.....................................................................................................4
Role of leadership..............................................................................................................5
Controlling.................................................................................................................................7
Conclusion..................................................................................................................................7
REFERENCES...........................................................................................................................9

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Introduction
It is evident that change is visible everywhere. Regardless of the field, there is
incidence of change. Change is inevitable and thus it is evident (Nicol et., 2015). Systems go
through various changes and are responsible for the ultimate viable of the operations an
organisation (Underwood & Watersonm, 2014). Systems thinking is crucial when it comes to
implementation and coping with change in an organisation (Onat et al., 2017). Systems
thinking is an approach to determine and analyse the components of a system and the work of
the same over time (Arnold & Wade, 2015). It is applicable in all context of business and the
size of the business does not determine the applicability of systems thinking. The bicycle and
the frog approach are metaphors that have been used to bring out the scope of different kinds
of change that goes on in an organisation (Xiao & Lee, 2016). The ultimate aim of the change
management initiative of an organisation is aimed at positive change. It is the role of
leadership and management and the leadership of the organisation to determine the
effectiveness of the same (Donate & Pablo, 2015). The positive changes can be carried out in
an organisation by ensuring the full participation of the leaders and the management in the
process of change within the organisation. The aim of the paper is to critically evaluate
change in an organisation either the help of the frog and the bicycle approach to management
of change within an organisation.
Discussion
Before starting with the discussion on the topic, the reason for change or the need for
change should be identified. Positive change is concerned with the efficacy of the culture
within the organisation. Positive change is the outcome of cohesion of the management and
the leadership of organisations. It is the efficacy of good leaders of organisation who
determine the effectiveness of the approach that will be responsible for implementation of the

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role and smooth flow of operations in an organisation (Ramchunder & Martins, 2014).
Positive change is the culmination of proper managerial abilities, positive leadership and the
implementation of Planning, Organising, Leading and controlling.
The concept of frog and bicycle
Bicycles are made of interconnected, and individual components that determine the
functionality of the same. If one component of the bicycle is malfunctioning it can be fixed.
By identifying the malfunctioning part, one can easily repair or replace the same in order to
get a fully functioning bicycle. Same is applicable in the operation of any organisation,
irrespective of the style of functionality involved and the nature of the operations. If one
individual or a certain department within a company, it can be identified and the issues be
mitigated by systematically targeting the same. However, in the case of the frog individual
parts of the animal are connected. If one part or a limb of the frog is damaged or cut off, it
will not be able to leap and move forward. Thus, in order to make sure that the frog is being
able to move effectively all the parts or the limbs of the frog should be functioning properly.
Same is applied in the case of many organisations, where, one malfunctioning individual can
be responsible for the lack of cohesiveness in the operation of a cohesive group. The idea
behind the idea is to relate to the systematic approaches that are taken up by various
organisations depending on the rarity of the situation that the organisation might face. It
depends on the leaders, the management, the structure of the organisation which determines
the effectiveness of the operation of the company and that of every functional department
within the same. The assimilation of the latter factors determine the culture that is existent
within the organisation and the same is responsible for the development and management of
change without causing any form of damage to the management in the form of loss of
leadership or staff.

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Components of positive change
Positive change is the ultimate goal of a company who aim to incorporate some
change in a certain department of the organisation (Layous & Lyubomirsky, 2014). The
effectiveness of the same depends on the approach that goes into deciding the same. Factors
such as the effectiveness of the management and the style of the leadership determine the
success of the change management process (Sharma & Monteiro, 2014).
Role of the management
The management of an organisation is considered as the authority who determine the
effectiveness of the organisation as a whole. It is the responsibility of the management of the
organisation to determine the effectiveness of the culture of the organisation (Goetsch &
Davis, 2014). The culture of an organisation determines the nature of the operations in the
organisations. A positive organisational culture is the key to success of the achievement of
the strategic goals of a company (Morello et al., 2013). The degree of team cohesiveness, the
clarity of the delegations and relation of the employees determines the cohesiveness of
functions in an organisation. The culture is considered as the driving force in terms of
functionality of an organisation. The culture of an organisation resembles the culture of the
organisation a whole. The culture of an organisation is determined by the efficiency of the
management by identifying key aspects of operation and by identifying what could lead to
betterment of the culture of the organisation.
Another important that needs to be considered by the management are the delegations
that are made in the organisation (Austermann, 2014). The latter formulates the effectiveness
of the functionality of an organisation. The delegations in the organisation should be made on
the basis of the competency of the employees in the organisation. While it is a common
phrase that people of an organisation are the assets, a contradictory note can be made on the
basis of the same (Mayo, 2016). While the statement is partly true, it depends on the

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competency of the people. Although people are important when it comes to the effectiveness
of functionality in an organisation, it depends on the nature of the people. The “right” people
determine the viability of the functional departments of an organisation. The latter can be
adjudged by critically analysing the team efforts and the roles within that are established the
organisations. In order to maintain smooth flow of operations in the company, the company
should clearly identify which employee should be delegated to which position. Thus, clarity
in delegation will determine the effectiveness of operations of the management.
Role of leadership
The leadership in an organisation should be characterised by clarity. The clarity in the
expectation of the leaders determine the overall effectiveness of functionality of the
employees (Ritter, 2014). Furthermore, the leader should be truthful and emotionally aware.
The opinions for change should be communicated directly by the leaders to their
subordinates. Just as it is the role of the parents to guide the children. The leaders of the
companies should act as role models to whom the employees of the company look up to.
Thus, it can be said that a parental style of leadership should be implemented into actions.
The achievement of the same will be responsible for the nature of relationships that the
employees of the organisation have with the leaders of the company. Hence, it can be said
that the leaders should be able to apply their emotional intelligence to understand the needs of
individual employee as the same will determine the work outcomes. The mindset of the
leaders planning on implementation of change should be characterised by community
thinking along with an empathetic and parental style of leadership.
Systems within an organisation can be modified with the help of strategies that
involve the effective functionality of both the management of the company as well as that of
the management. Functions of the collaboration of the leadership and the management should
be broken down to four stages which is known as POLC in short. POLC is the short form for

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the names of the stages in the cycle of management and collaboration of the same with
effective leadership. Following are the stage of the PLOC and evaluation of effective change
in scope of the terms of the scope of the concept of the frog and the bicycle.
Planning: For the frog approach it is the stage of generation of the ideas related to the
functionality of the department or the team as a whole. Since team cohesion is one of the
most important factors that needs to be considered in a system that is similar to that of a frog.
The generation of ideas is regarding the selection of the individual in the inter-linked
functional department will be viable for the operations of the company and thus it is
applicable in stage. Same is carried out in terms of the functioning of a bicycle. The nature of
delegations are catered to when the members of the company are being decided in the
organisation.
Organising: This phase is characterised by encouragement of the creative collectiveness if
the organisation is dealing with operations that are similar to the nature of the bicycle
approach to the management of the changes and establishment of operations. Furthermore, it
includes delegating or repositioning the most suitable individuals in the roles that are most
suitable for them. Organisation in terms of the frog diagnosis is characterised by
accumulation of individuals who are will be responsible for the viability of the operations of
the group, the team or the functional department that they will be viable for.
Leading: It is one of the most crucial stages that the management and the leaders have to go
through. This stage regardless of the style or need for change, the style of leadership should
be characterised by communication of the needs directly to the members of the team. The
leaders of the company to should be empathetic towards understanding the needs of the
employees. For t he bicycles style, leadership should involve appraisal and communication in
individual levels and the frog style of systems thinking is characterised by checking the

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viability of the individuals. Both bicycle and frog purview of systems thinking is centred at
communication from the leaders of organisation to their employees or subordinates. In
systems thinking, the leaders communicate at individual levels but address the issue in the
perspective of a team. Either way, the leadership is a concept that revolves around smooth
communication and the role is to achieve the strategic goals of the company and also to help
improve the competency of the employees both at the level of the team and at individual
levels.
Controlling
It is a stage that is characterised by the reflecting back on the degree of success of the
initiative taken leadership in the process of managing change in the company without the
disturbing the proper functioning and the viability of the company as a whole (Jones & Jones,
2013). In this stage the leaders and the management of the company help checking of the
success of the plan. Success of the plan regardless the style of diagnostics of the same are
reflected through the culture of the organisation. It is reflected by the attitudes of the
employees and the overall performance of the team as a whole.
It is the role of the leaders of the company and the management of the company to
instate change in a company by using either the frog or the bicycle style of approach to
management of the internal operations of the company (Wheelen et al., 2017). The most
important factors contributing to the viability of the operations in the company, of the teams
determine the culture of the company which determine the sustainability of the company as a
whole.
Conclusion
In conclusion it can be said that the viability of operations in a company is determined
by the culture that has been instated in the company. It the role of the leaders and the

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management of the company to ensure that they are able to implement the adequate changes
in order to implement the functions smoothly in the companies. It would also determine the
welling of the employees of the company. The importance of culture of the company is the
outlook of the nature of the operations of the company. It is responsible of the smooth
functioning and viability of the same.

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