Independence Day 2020 is nothing like what we may have collectively planned or imagined. We have experienced a renewed respect for the importance of skilled public leaders, educators and professionals during this world-wide health crisis. The professionals on the front lines have made tremendous personal sacrifices on our behalf. Reported levels of exhaustion from the four months of long workdays, rapid learning curves and critical decision making have left many public leaders ready for a time-out which we hope they can take.
Most importantly we encourage all of you to reflect on what we are learning. Public leaders skilled in applied Systems Thinking are using their skills preemptively to avoid and contain the many types of crises facing us now (public health, financial, public safety, civil rights).
For many years the Public Sector Consortium, a nonprofit dedicated “to reinventing the practice of public leadership” has considered Systems Thinking an essential skill set for anyone practicing Public Leadership as a profession. The ability to understand systemic structures and intervene early can avoid tremendous loss (human, financial and natural). We are now experiencing the results of not understanding both applied systems thinking and the structure of exponential growth. The results are growing loss of life and looming financial challenges.
We are preparing for an on-line leadership program called:
Systems Thinking for Public Leaders in the Age of Contagious Diseases…
Learn to Lead Preemptively to Avoid Crises
We have completed three systems maps based on the current health crisis. The maps address the following three questions and are available for you to review (click here).
- Why Are We Not Able to Preserve and Enhance Strong Immune Systems Which Protect Us From Contagious Diseases and Chronic Illnesses?
- Why Is It Difficult for Public Leaders to Take Preemptive Actions to Halt the Spread of Contagions Diseases?
- Why Are We Unable to Control the Spread of Contagious Diseases in Nursing Homes?
Having a structural understanding of any system can help leaders practice foresight and appropriately intervene on behalf of the public good.
In his article “Foresight as the Central Ethic of Leadership”, Daniel Kim defines foresight as “being able to perceive the significance and nature of events before they have occurred.” Forecasting is largely based on looking at the performance of the past and extrapolating that into the future. The prevailing mental model underlying this notion is that the past is a good indicator of the future. As systems thinkers, we know the fallacy of this mental model. What is required is for leaders to understand and appreciate the power of structure in driving performance.The Public Sector Consortium (PSC) introduces leaders to new skills and practices that help all of us make changes for the better within municipalities, states and the federal government. Our goal is help leaders learn how to re-invent systems while raising the bar on performance excellence. Please share our work with others who may be interested in the development of public leaders. Your efforts in reaching out and broadening our base will have an exponential impact on our success. You can find more information and testimonials about the work of the PSC on our website, and follow us on Twitter and Facebook. I would be pleased to connect with you in these forums. Thank you for all you do for your communities and residents at whatever level of public service you work. We are proud to work with such skilled and dedicated leaders.