Sustainability

Systems Thinking

Our way of working: Systems Thinking

Whether we’re engaged in environmental management, technical management, Systems Engineering, or project management, we almost always apply systems thinking. But why do we choose this way of thinking and working? What exactly does it mean, and how does it work?

Systems Thinking as a response to complex challenges

The challenges facing our world today are increasingly complex. Issues like climate adaptation, the energy transition, and international relations are so multi-faceted that they demand a new approach one that acknowledges and works with that complexity. Systems thinking offers just that. It is a way of thinking, a mindset, a lens you put on a stance you take in relation to your challenge.

As a systems thinker, you recognize that linear thinking and one-off interventions won’t solve complex problems. Often, systems are full of "waterbed effects": when you try to fix something in one area, it may cause (unexpected) problems elsewhere. Everything is interconnected and interdependent. Being aware of the relationships between various (sub)systems helps you to design the right interventions, solutions, and choices.

Complexity? What does that actually mean?

Systems thinking is particularly valuable when dealing with complex challenges. But what is complexity, exactly? A complex system isn’t simply a “very difficult” task. For example, designing and building a jet fighter is certainly difficult, but not complex in a systems sense. Complexity arises when people are involved in your system.

Take flood protection in the Netherlands. This involves more than just a technical challenge. It touches on ecology, local communities, climate change, policy, and politics. A decision in one of those areas will always have consequences for the others.

There are several characteristics of complexity where systems thinking adds real value. One is path dependency: the idea that the choices you make today can limit or expand your options in the future. You're building systems that may be in place for 50 years or more, so your decisions must be smart, well-informed, and well-reasoned.

Another characteristic is emergence: the appearance of new patterns, organic processes, or unexpected outcomes. And finally, complex systems almost always involve a high number of actors and influencing factors. All of this requires a non-linear approach, in other words: systems thinking.

A different way of looking

Systems thinking is a holistic way of approaching complexity, one that focuses on wholes and relationships. It assumes everything is interconnected. The emphasis is on understanding the interdependencies between different (sub)systems within a larger whole, mapping and analyzing the dynamics between them.

We don’t just look for linear cause-effect relationships. Instead, we explore networks of systems, influences, and behaviors over time. We identify patterns, seek leverage points, and always zoom out to see the bigger picture.

How we apply it in practice

Systems thinking is, above all, a mindset a lens you choose to look through. And there are four characteristics that define how we, as systems thinkers, operate:

They think critically and reflectively: Systems thinkers examine the assumptions, conditions, and decisions within a system. They assess what is accurate, relevant, and well-reasoned. They reflect on their own thinking and are aware of cognitive biases.
They are systems-aware: The moment you intervene in a system, you become part of it. That means you’re not just observing the system, you're both part of the problem and part of the solution.
They act holistically and connect perspectives: Systems thinkers understand that everything is connected. They see the whole and avoid focusing solely on isolated parts. They can separate and recombine perspectives to create shared understanding.
They embrace their inner child: They are curious, eager to learn and grow, and driven to understand relationships. They ask questions fearlessly, just like five-year-olds do.

Looking at complexity in this way is the first step in becoming a systems thinker.

Proven Methodologies

To successfully apply systems thinking, we use a variety of proven methods and tools. At Dutch Boosting Group, we often work with Systems Engineering, a method that explicitly aligns system design with its surrounding environment and the needs of stakeholders.

We also use stakeholder mapping to chart positions, interests, and power relations — for example, with a power/interest grid. We apply intervention design to identify “leverage points” the optimal spots for introducing new policy, technologies, or governance models.

In addition, we make use of effective conversational techniques to apply systems thinking in dialogue. One of our favorite examples? The five-year-old. Children at that age instinctively ask “why?”, isolate core problems, seek context, and question everything — just as we do. Sometimes to the point of annoyance, but always with purpose.

These are just a few examples from the broad range of methods available to support systems thinking in practice.

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