Systems Thinking

Ever feel like you’re solving the same problems over and over again? Like you put out one fire, only to have another one pop up in its place? The secret weapon you didn’t know you needed?

What Is Systems Thinking (and Why Should We Care)?

Systems thinking is a way of seeing the whole picture, not just the individual parts. It’s about understanding how things are interconnected, how cause and effect play out over time, and how quick fixes can sometimes make things worse.

🔍 Simple Definition:

It’s the ability to step back, look at the big picture, and recognize patterns and relationships, not just symptoms.

📚 MIT’s Take (with a sprinkle of nonprofit flair):

Instead of reacting to problems in isolation, systems thinking encourages us to look at the root causes and the feedback loops that keep the problems in place.

A Quick Shoutout to the Systems Thinking OGs

The term “systems thinking” was coined in 1987 by Barry Richmond, who described it as “the art and science of making reliable inferences about behavior by developing an increasingly deep understanding of underlying structure.”

But Richmond stood on the shoulders of giants:

• Ludwig von Bertalanffy introduced General Systems Theory in the 1930s, encouraging people to stop treating problems like isolated events and start seeing them as part of a larger whole.

• Jay W. Forrester, founder of the System Dynamics Group at MIT in 1956, applied these ideas to the real world—urban planning, supply chains, and yes, all the delightful complexity nonprofits deal with daily.

Examples in Action (Nonprofit Edition)

Let’s bring this down to earth—just like Professor Edward F. Crawley, MIT Professor of Aeronautics and Astronautics (yes, rocket science!), did during a recent webinar I attended. He somehow made complex systems feel as approachable as a whiteboard sketch, which is no small feat.

Here’s how it might play out in nonprofit life:

• Food Insecurity: You’re providing meals, amazing! But why are people still going hungry? A systems thinker might look at transportation, wages, housing, and access to grocery stores.

• Workforce Development: You train people, but they’re not landing jobs. Systems thinking says: Let’s zoom out. Are employers part of the design? Are there child care and transportation barriers? Is the community voice involved?

How Systems Thinking Can Transform Nonprofit Work

✅ See Beyond Silos

✅ Tackle Root Causes, Not Just Symptoms

✅ Better Decision-Making with Limited Resources

✅ Partner More Effectively

But Wait—Isn’t This Complicated?

Yes… and no. Systems thinking doesn’t mean you need a PhD. It just means you start asking different questions:

• What’s really causing this issue?

• Who else is affected or involved?

• What unintended consequences could come from our solution?

Think of it as curiosity with a structure.

Getting Started: A Few Simple Steps

1. Map It Out – Draw your system (stick figures encouraged).

2. Look for Feedback Loops – What keeps this problem going?

3. Find Leverage Points – Where could a small shift make a big difference?

4. Test & Learn – Try something, observe, adjust.

Already Lean Six Sigma Trained? This Will Feel Familiar… and Different

If you’re someone who’s been through Lean Six Sigma training—whether you’re proudly rocking a Yellow, Green, or Black Belt—systems thinking might feel like a cousin from the strategy side of the family.

You’ve already been trained to:

• Define and measure a problem

• Analyze root causes

• Improve processes

• Control for future consistency

Systems thinking shares that root-cause mindset, but it zooms out even further.

Think of systems thinking as your meta-belt; it won’t replace Lean Six Sigma, but it supercharges it by helping you understand why the system behaves the way it does in the first place.

Quote to Remember

“Think of systems thinking as curiosity with a structure.”

• Rob Lee, Kimberley Consulting Group

Final Thought: You’re Already Doing This (Sort Of)

If you’ve ever thought, “Hmm, there’s got to be a better way,” you’ve already tapped into systems thinking. Now, it’s time to make it a conscious part of how your organization operates.

Let’s move from reactive to strategic, from quick fixes to lasting impact.

Want help mapping your first system? I’m here for it—stick figures and all.