Traditional approaches of problem solving and anaylsing performance are based on cause and effect determination, often through data inspection and anecdote, or in a more advanced way by using methods of root cause analysis. However, these approaches all use event-level analysis and are essentially linear processes, arriving at a conclusion from the inspection and elucidation of one or more direct, apparently causal relationships

Alas, life, and thus businesses and other organisations, do not work like that! Systems thinking, as evolved and developed by Donella MeadowsAlbert Rutherford and others, considers processes and events as systems of non-linear, dynamic networks, combining to form a whole which is far more subtle and complex than simple linear cause and effect. It recognises that changing one thing which appears to be the cause of one problem will often have unexpected effects elsewhere in the system (organisation), via a network of operators, stocks, flows and feedback loops. It is therefore essential to understand the system as a whole before trying to find the leverage points to make really effective changes.


Once organisations are understood systemically, then far greater internal engagement and creativity can be brought forth - which is exactly where and why Systemic Creative gets its name.


We are not referring here to the popular discipline of systems analysis, which is usually associated with IT and data systems. That's a powerful tool to solve specific problems, but our approach here is much wider in scope and looks at the whole organisation. When working with businesses and teams, we use an approach incorporating culture, team dynamics, communities of practice, IT, SOPs, policies and structural balance. We can produce 3 dimensional 'molecular' organisational models, reports, discussion forums and presentations to help organisations understand their integral health. With roots in the Santiago Theory of Cognition, our unique approach considers the organisation as an organism and looks at the level of consciousness therein. A conscious organisation is composed of empowered teams and people who are able to contribute fully; it has systems which support fluid, efficient and transparent interactions; is dynamic and able to respond to change. It is ultimately far more likely to be successful.