Written by: Dr. Russ K. Decker
Systems Theory is described as a pattern of influences within group dynamics (Minuchin, P., Colapinto, Minuchin, S., 2007; Titelman, 1998). It is the way a group connects, communicates, relates to, and defines its members. Metaphorically, the family (in Family Systems) is viewed as an organism; living and constantly changing, and a manifestation of its context. Accordingly, family is a term used very broadly, which for an organization, includes all aspects of interactions and relationships. This is important because according to Family Systems Theory, change in one or more contextual elements may produce changes in other elements. As the executive changes their approach through language and skill acquisition, the organizational dynamics change which subsequently changes cultural. At this time, four major concepts of Family Systems are introduced to help understand the theoretical frameworks within organizations.
First, a system is made up individuals to form a group such as family, organization, or culture. Within the group there are sets of rules that govern, balance, and organize. As the group forms, each member takes on a role or function (Minuchin et al., 2007). Each role has purpose to the success of the group. An example of a system is a watch. We need to look at each function of the watch to understand how it tells correct time. Each element of the watch has a duty, function, and value. From a systems perspective, a small spring carries as much weight or value as the big hand on the face. All parts of the watch must work together for the watch to function properly. In an organization, it is important to acknowledge multiple systems with purpose, meaning, and ability to change.
Second, patterns of interactions are formed within all groups. These patterns of interactions can be positive or negative. Each interaction serves a purpose. Within cybernetic patterning, some interactions last seconds, which might be a simple “Hello,” while others can last decades. These patterns are repetitive and predictable, and can change over time (Reiss, Neiderhiser, Hetherington, Plomin, 2000). Each family or group has multiple patterns of interactions. Once a pattern has been observed and identified, it can act as a motivator for change. For organizations to create change, patterns of interaction are closely monitored by a coach in hopes to understand the dynamics between executives, subordinates, and peers. Once negative patterns or feedback loops are identified, the coach uses positive reinforcement to change the interactions.
Third, an open system is influenced by interactions with its environment. There is never one single system. One system is created by another system which develops multiple subsystems. All systems shift and change depending on how large the social context is. There are multiple systems and subsystems of groups within an organization. Ethnicity, gender, and age are all contextual elements that influence organizations and other systems (Inclan, 2003). It is important for organizations to be aware of all aspects of the work environment and watch carefully for the systemic dynamics.
Fourth, homeostasis is a term that describes elements of interaction that regulate or balance emotional reactivity within a system (Watzlawick, Beavin, Jackson, 1967). A thermostat concept is an illustration used to describe the way this concept works. When the temperature of the room is too hot, the air conditioner turns on to regulate the room or to keep it comfortable. The opposite happens when it is cold. Systems theory states that groups (within organizations and families) behave in a similar manner. When issues and stressors are present in an organization, a shift in the system is developed and an automatic response is generated.
Systemic thinking is a fundamental concept for organizational behavior. As a coach, I am always looking for the nuances of “hot spots” and “cold spots” within the organization. My approach utilizes strategic interventions to create organizational change and strengthen teams.