Regardless of what your image of strategy change, transition and communication turn out to be, my guess is that there's room for improvement. And we don't start with strategy or change or transition or even communication. We start with a systems view. systems thinking has been around for a long time. And over the last 30 or 40 years, it's been applied in very effective ways to organizations and leadership. Essentially, systems thinking is a discipline for seeing the whole picture.

And that whole picture really then provides us with a framework to understand the relationships and the patterns between all the parts inside and outside that particular system. It's the ability to see the big picture in which you, your team and department and even your whole organization exist. It's a way to understand What is happening in our organization and why? Because everything is connected to everything else and everything therefore impacts everything else, to some degree or another. So those major patterns, those major relationships, it's really important for us to understand them. And systems thinking has become a vitally important skill for all leaders at all levels of the organization in a rapidly changing increasingly interdependent world.

We're going to take three views of the system. I'll give you some examples, but we're going to create some images of your organization as a system. The first one will be a bird's eye view of all the key stakeholder groups. The second one will be a side view for us to understand power and authority and how that plays out in your changing organization. And lastly, we will learn a little bit about how your organization is aging. And where is it in the lifecycle Organizational Development.

So those will be the views of the system. Let's go to work