Thin Slicing

C: The article was first published in 1994 and revised on April 24, 2007. This indicates that the information in the article has previous and recent knowledge which suggests that it is current enough for the project.

1. System Thinking: System thinking is nothing but instead of focusing on only one particular issue, we have to analyze and try to understand the entire system on the whole. With this kind of analyzation, we can easily find a solution to the problem as the problems are not confined to only a particular area or time. We might find a solution for a particular issue, somewhere in the whole system by analyzing the entire system completely. We should try to relate the actions and the consequences on the whole as the issues occur at different time levels, not confined to only one particular time level. We have to have knowledge of the relation between different departments of an organization and the relation between them and the functionality between the departments as to how they are related in an organization. We generally focus on only one particular issue rather than seeing the bug picture and that shouldn’t be done. In system thinking we analyze the big picture.

Kahneman’s systems of thought is largely built on the framework of Stanovich and West (2000; as cited in Kahneman, 2003). It describes two types of thought processes: system 1 (perception and intuition) and system 2 (reasoning).

The implementation of systems thinking can have both a positive and negative effect on staff, which varies from one member to another. If the process of implantation is handled correctly, the overall outcome will be positive. However, more established staff members may be reluctant to change; this will therefore have a negative impact. The introduction of system thinking will require new ways of thinking. Additionally, staff may require training, due to the fact that systems thinking is likely to involve a more collaborate approach to problem solving through teamwork, with which some may not be familiar with.

In the next section, I will review and discuss the implications of prior research. Then, I will detail my methodology and results. Finally, I will discuss my finding and draw conclusions. The end of the paper cites references and includes any appendices vital to the understanding of the paper.

Systems thinking is the capacity to see the master plan and to recognize patterns as opposed to conceptualizing change as segregated events. System thinking requires the other four orders to empower a learning organization to be figured it out. Additionally system thinking demonstrates that there is no outside that the reason for your issues at a piece of a solitary system.

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We are taught, from our earliest days, to think in a linear step A, followed by step B, followed by step C fashion. And because of this early training our minds have

When an action requires more mental engagement, problem solving or reasoning, then the mind uses System 2. System 2 is will slow the mind down and question more as it doubts. System 2 differs from System 1 in that it does not operate quickly but functions much slower as it evaluates different options and pays more attentions to unfamiliar situations.

System thinking is having the ability and critical thinking skill to create a well develop system. According to Arnold (2015) System thinking is based on interacting or interdependent within a group or whole (Arnold & Wade, 2015, p. 670). The interacting and interdependent depends on the characteristics of interconnections which is how the characteristics relate to each other and the feedback that it gets from each other. This is a very important part to determine system thinking, behavior as well as its function and purpose (Arnold & Wade, 2015).

Donella Meadows explains, “The systems-thinking lens allows us to reclaim our intuition about whole systems and hone our abilities to understand parts, see interconnections, ask “what if” questions about possible future behaviors, and be creative and courageous about system redesign” (Meadows, 2008: p.6).

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Bobis (2011) further implied that when leader’s mastered system thinking language, their contribution to an organization as a whole was fostered because system thinking is what is needed to operate from the sideline which gave allowance for innovation by reviewing the company in a linear perspective, while embracing the chaos theory through exploration when organizations dealt with complex system changes in the initial stages of making a difference in organizational outcomes.

When an organization is approached as a whole, appropriate actions can be assigned to tasks thus making the system of the organization run more smoothly. Besides that, according to Senge, systems thinking gives us the realization of the importance of a feedback means in an organization.

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