Resources

The practice of human systems dynamics has, at its heart, the iterative problem-solving model called Adaptive Action. Applying other HSD models and methods to answer the “What?, So what?, Now what?” questions of healthcare practice have a huge, and currently unmet, potential to improve healthcare services.

When I was diagnosed with aggressive brain cancer that has an average survival rate of 18 months, I found myself thinking often of the training I had done a few years before that with the Human Systems Dynamics Institute.

. . . Or what I learned about my role in diversity, equity, and inclusion initiatives from a baby

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.

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.

Whenever I talk about my work with someone, they eventually ask me for tips on how to deal with a difficult person. Often the difficulty arises when they, or the other, lose their temper. I find this to be a very common and important question both in the workplace and in our homes. We all get angry, and we all deal with the anger of others. It is life. It is human.