Resources

We all know how to plan, right? You figure out what you want to do. You map out the steps to get it done. You take those steps. You check to be sure you are finished. Easy! Except in the complexity of real life, you can’t always just march through those steps. Sometimes in the midst of planning you find barriers you never expected. Or you find that you are out of sync with those around you. Or you find that you have a bright and shiny new multi-phased strategic plan that never got implemented. Or you find that the plan you devise has too many gaps or questions left unanswered. It’s frustrating and defeating, and it might make you wonder why you should try to plan at all!

Most of my answers begin with, “It depends.” That means that the next question is usually, “On what?” Then the conversation gets really interesting. When we are working on a particular sticky issue, it depends on the specifics of that situation. Insights and actions rely on the patterns we are aware of in the “here and now.” Every situation is unique. Every set of interdependencies is different, but we have developed some general rules that help us see which relationships are most important and what we should pay attention to.

Last autumn I went for a Sunday walk in Belgium with my friend and colleague Anne Lemaire. Here’s a photo of the map we used:

The Civil Rights Movement, it wasn't just a couple of, you know, superstars like Martin Luther King. It was thousands and thousands - millions, I should say - of people taking risks, becoming leaders in their community.                                                                          Barbara Ehrenreich

Everyone can be a leader. From the boardroom to the backyard, leadership is in your reach. Regardless of whether or not you have a formal leadership role, you can take action and set conditions for those around you to be successful. Here is how: 1) recognize the leadership opportunities available to you each day, 2) use your ability to influence and take action, and 3) find the tools and tips needed to lead even when the situation is complex.

Facebook Founder Mark Zuckerberg has at least 12 people who manage his personal Facebook page. And he’s not the only public figure or organization to have entire teams dedicated to social media. How can we possibly keep up and use the power of social media to advance our goals? This article explores how Human System Dynamics can help practitioners plan and leverage available resources to build a successful social media presence.

You live and work in turbulent times. You face wide-ranging change in many areas. Increasing contact with diverse individuals brings new perspectives. Decisions grow more difficult. Underlying dynamics create massive interdependencies. Almost every challenge emerges from multiple possible causes. In all parts of your life, you recognize a swirl of uncertainty. The organizations where you work, play, and worship experience uncertainty of membership, funding, and focus.