Systems thinking mindset

Build the mindset and skills to lead collaboratively in complexity through strategic awareness, big picture thinking, self-awareness, curiosity, empathy, inclusion and adaptive leadership.

A systems thinking mindset is the ability to see the whole picture and understand how different parts of the system interact, and lead in a way that connects people, ideas and outcomes.  It means thinking beyond silos, recognising patterns, and designing solutions that are collaborative, adaptive and focused on long-term public value.   

This approach is important for Public Service Leaders because it enables you to see the bigger picture, understand how different parts of the system interact, and lead collaboratively across boundaries - whether this is within your agency, across agencies, or with the community.  In a complex and interconnected public sector, no single team or agency can solve challenges alone

Systems thinking Capabilities of a systems thinking leader

 The following capabilities along with reflective questions, support the development of a systems thinking mindset.

Collaboration across boundaries

The ability to work across teams, agencies and sectors to co-create solutions.  Collaboration builds trust and enables collective action. 

  • Who do you need to collaborate with to create meaningful change?
  • How are you building trust across boundaries?

Strategic awareness

Understanding the broader system, how your agency fits into government priorities, the policy landscape and the needs of New Zealanders.  Strategic awareness helps leaders to align their work with long-term outcomes.

  • How does your team’s work contribute to the strategic plan of your agency?
  • What external factors should you be paying attention to?

Inspiring vision

The ability to articulate a compelling future that motivates others and connects daily work to meaningful outcomes.  A clear shared vision helps people see their role in creating change and fosters collaboration across silos.

  • What story can you share to connect your work to long-term impacts?
  • How can you help others see their role in shaping the future?

Curiosity

A mindset of openness, inquiry and continuous learning.  Curious leaders challenge assumptions, explore new perspectives and adapt to change.

  • What assumptions are you making – and are they still valid?
  • Who else could offer a fresh perspective on this issue?

Self-awareness

Understanding your own values, triggers, strengths and blind spots – and how they affect others.  Self-aware leaders are better equipped to lead with authenticity, adapt under pressure and build trust.

  • What patterns do you notice in how you respond to pressure?
  • How does your leadership style affect those around you?

Empathy

The ability to understand and share the feelings and perspectives of others.  Empathy builds trust, strengthens relationships, and enables fair decision making.

  • What might be going on for that person you haven’t considered?
  • How can you show that you have heard and understood their view?

Adaptive leadership

The ability to lead through uncertainty, pivot when needed, and support people through change.  Adaptive leaders stay focused on purpose while responding to emerging needs.

  • What’s emerging that you didn’t expect?
  • How can you stay flexible while remaining true to your purpose?

Collective impact and shared accountability

Shifting from owning outcomes to sharing accountability across the system.  Focusing on collective impact and shared accountability enables coordinated action and better outcomes.

  • Who else shares responsibility for this outcome?
  • How are you aligning your efforts across the system?

 

Applying the systems thinking mindset

Even small shifts in how you think, ask questions and engage with others can help you lead more systemically.  Here are some practical ways to bring a systems thinking mindset to your leadership practice:

Zoom out before you zoom in

Before jumping straight to problem solving:

  • Ask ‘what’s the bigger picture here?’
  • Consider how this issue connects to other teams, agencies and/or communities
  • Identify patterns or recurring themes – not isolated incidents.

Example: In your next team meeting, ask ‘What’s the influencing issue that we haven’t talked about yet’?

Map the system

Use simple tools like systems mapping to:

  • Identify the key players, relationships and the feedback loops
  • Understand who influences what – and where leverage points might be

Go to the Systems mapping page of this toolkit to learn more about this.

Ask better questions

Shift from solution mode to exploration:

  • Involve people from other teams, agencies, or communities early
  • Listen to what matters to them – not just what matters to you

Try this: Invite someone from outside your team to a planning session and ask: ‘What do you see that we might be missing’.

Reflect

  • Which of the above systems thinking capabilities do you need to strengthen? What is one step you can take to move the dial?
  • What part of the system are you not seeing yet?
  • How can you lead in a way that connects people, ideas, and outcomes across boundaries?
  • What small shift in your thinking or behaviour could help create long term public value?

More in this toolkit