Problems that keep coming back usually come from the structure around the people, not the people themselves. This book gives managers and leaders tools such as the Iceberg Model and system maps for finding that structure.

In this chapter, we dive deep into how systems thinking isn’t just about understanding complex problems once; it’s about building habits that make these insights a regular part of organizational life. We discuss the cycle of observing events, mapping out system relationships, diagnosing patterns, finding leverage points to intervene, designing actionable recommendations, and monitoring results. This cyclical approach is what turns theoretical knowledge into practical, sustainable change. With examples from Ford’s Business Plan Review under Alan Mulally, we see how a weekly routine can transform culture and drive long-term success.

Chapters:
0:00 Intro
0:20 Chapter Ten: Becoming a Systems Thinker at Work
3:49 A Cycle, Not a Single Fix
7:21 Where the Cycle Usually Breaks
9:34 Practice: The Systems Thinker’s Cycle
10:01 Observe
14:06 A Note on Sequence
16:01 Chapter Summary
17:58 Outro

Systems Thinking for Work by Albert Rutherford: Chapter 10, an audiobook preview.

The release date will be announced. This preview is shared with permission and is available on this channel for a limited time. It will come down when the audiobook is released.

Audiobook details: https://www.amazon.com/dp/B0HMDJK87Z

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