Decolonising systems thinking
Alara Adali / alara.adali21@gmail.com / @alara_adali
The old organisational structures and hierarchies of power are rapidly changing as they leave their seats to new forms of collective work. Innovative approaches to power-sharing and horizontal leadership are becoming more widespread in all sectors. The world seems to be changing quicker compared to previous centuries and organisations are racing against the clock to adapt. Agility and vulnerability have become the up-and-coming keywords in this race for adaptability, replacing the once queens: diversity and inclusion. Systems thinking has become a popular approach to tackle these issues.
What makes systems thinking innovative is the way it approaches problem solving. Instead of an analytical point of view, it adopts a holistic one. The analytical eye dissects the problem into small bits and pieces until it becomes comprehensible, whereas the systems approach acknowledges the incomprehensible as part of the solution. There lies the transformative power of the systems thinker. Their acceptance of the unknown as a part of the whole and their enthusiasm in discovering its potential to bring about change. The grey areas, the intersections and unusual connections become fun zones of experimentation for the systems thinker. However, these relatively ambiguous areas can also be challenging as they require high levels of empathy and patience. Most importantly, this way of thinking demands self-awareness and the ability to let go of control, as well as the ego. The tricky bit.
In a world where power and privilege have a tendency to roam free, letting go of the ego can be more difficult for marginalised communities such as minorities, refugees or economically disadvantaged groups. We sometimes forget that the ego is there to protect us in dangerous situations. It is an integral part of our identity. The systems thinking approach has to take into consideration the consequences of its emphasis on agility and vulnerability on a deeper level in order to become an effective tool for social change. For organisations and leaders who are committed to implement systemic change this entails investing more time and resources into creating support and care platforms that are attentive to the needs of marginalised communities.
Without community, there is no liberation.
― Audre Lorde
Let’s be honest. To be self-aware, emphatic and open to change is difficult work which needs a certain level of commitment to practice on a daily basis. It doesn’t come naturally to many of us because we are often conditioned to live on survival mode. To have access to supportive platforms where we can practice letting go of control can sometimes be a privilege. These platforms can take the form of a family, a group of friends or like-minded colleagues among whom we can feel safe and comfortable enough to express our authentic selves. For disadvantaged communities or individuals who don’t have easy access to these platforms, it can be life-changing to be involved in one. This is why support and care are keywords which are as critical as agility and vulnerability for the social change sector. They have the power to bridge the gaps between the privileged and the under-privileged.
Decolonisation plays a big part in this process. As opposed to a colonial mentality which draws strength from rigid authority figures and exclusive networks, the decolonial mindset encourages breaking through hierarchical power structures through creative acts of resistance. In this sense, every disruptive act which challenges conventional structures of power and privilege can be an act of decolonisation.
Colonialism is more than a historical division between countries who colonised and those who have been colonised. It exists in different forms where there is an abuse of power and privilege, and is connected very deeply to various oppressive mechanisms in organisations which are the causes of unequal and unfair relationships. Gender, race or class can easily become tools of injustice and abuse under colonial mentality. This is why it’s critical for organisations to be constantly aware of these power dynamics.
Decolonisation goes beyond diversity and inclusion. It is the commitment to make marginalised communities un-marginalised by recognising them as part of the whole and welcoming them as agents of change. Systems thinking has a lot of potential in achieving these goals of decolonisation because it makes it easier to confront ourselves when we end up in toxic positions of power. Through this confrontation we can start establishing healthier relationships with others and transform the communities we live in.
It would be helpful for systems thinkers to draw strength from ideas and movements which have been at the front lines in the fight against colonial power structures. In its core, systems thinking is ecological, feminist and indigenous thinking. It is the choice to work for a collective wellbeing together with working for the individual one. Support and care platforms are vital in all of these anti-colonial systems. Organisms living in a symbiotic relationship, intersectional solidarity movements or healing rituals are good examples to these platforms. Organisations which adopt a systems thinking approach would benefit immensely from modelling these practices in their strategies and action plans.
How can meaningful platforms of support and care be created at an organisational level? Creating groups, where inclusive and respectful communication is encouraged, play a big role in forming safe spaces. Careful and conscious word choice in gatherings, check-ins and check-outs matter. Choosing to work with specialists who have experience in working with disadvantaged communities, designing peer support groups that bring together people with different cultural backgrounds and investing in effective training sessions as a team are steps forward. Accessibility and affordability are also critical elements which should be prioritised in budget plans and funding applications.
The transformative power of social change projects would increase extremely if the right instruments of support and care are included early-on in the design process. We often get caught up in hotshot words of the day, such as agility and vulnerability, without thinking much about their long-term impacts on communities we work with — or even on ourselves. This lack of reflection can result in neglecting the build-up of tensions, frictions and resentments within groups — which can then become open wounds needing attention and care in order to make the ecosystem healthy as a whole.
Slowing down and investing time and resources into figuring out the causes of these wounds can have a deeply empowering effect. Weaving nets of safety, support and care makes individuals and communities open up and express themselves authentically as active change-makers.
As for us, systems thinkers, we need to spend more energy on thinking about how to thrive and change together with the communities we work with, instead of brainstorming on ways to make change happen for them. This critical shift of mindset will have a deeply decolonising and liberating power.
