In systems thinking, problems are seen as parts of an overall system, not just arbitrary results. This approach addresses the root or contextual cause of the problem, thereby not further allowing the problem to worsen. A certain framework exists in systems thinking whereby a problem is taken in relation to the whole, and not in isolation.

Systems thinking may also be applied in employee relations. In systems thinking, problems are defined on social-psychological terms, interpersonal relationships, and group norms.

In the study ‘Empowerment and teamwork key to effective lean working,’ systems thinking is also called ‘lean thinking’ where all elements that add no value are eliminated. The concept is central to the principles of timely management, total quality management, and supply-chain partnering.

Employee relations imply the dealing with a diverse group of people coming from different backgrounds and cultures. Rich diversity in people can be an advantage if the process is based on a framework of complementarist fashion. The pluralism may just be able to create a cohesive and organic whole out of diversely conflicting perspectives. In practical terms, this is called teamwork or that which characterizes results-oriented employee relations.

Image

Via Thinking Made Easy