Running head: SYSTEMS THEORY AND MANAGERIAL PRACTICE 1

Systems Theory and Managerial Practice

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 SYSTEMS THEORY AND MANAGERIAL PRACTICE 2

Systems Theory and Managerial Practice

Introduction

The contemporary work environment is faced with a wide range of issues that affect

human resources’ efforts towards attaining high performance in the organization. Many

employees are dissatisfied with their work environments and the managerial approaches that are

employed to respond to unacceptable behaviors at the workplace. Managers can apply the

systems theory to come up with policies that effectively address the behavioral constructs

without creating employees’ resistance to the new policies, seeking of wrong approval, and

drifting the organization to deterioration in productivity. Other problems can could emanate from

ineffective implementation of the intervention policies that cause poor job attitude, reduced

employees’ engagement, and adversarial work behavior such as absenteeism. For systems

thinkers, policy resistance behaviors generate characteristic behaviors that are referred to as

archetypes or system traps. Most of the intransigent problems that emanate from ineffective

application of systems theory emanate from the system traps. This paper analyzes the

problematic issues emanating from unacceptable behaviors in the organizational system that led

to deterioration in performance and provide remedy strategies in order to achieve high

organizational productivity in the long-run.

The System Traps: What Went Wrong

Systems can be described as combination of independent elements that exists within a

given environment, for instance, an organization. In this vein, there is need to delimit problem

inspection and resolution to elements of environmental facets (organizational, informative, social

and physical) and of the human factors (psychological, physical, or social) that play a critical
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 3

role in the intervention approach. Failure to recognize the significant influence of these elements

when applying the systems theory to solve behavioral problems within the organizational results

in intervention ineffectiveness or rather system traps.In the process of responding to reported

incidents in the organization, the manager implements actions that are geared towards achieving

system goals. As per the systems trap poster, the key system goals include; minimizing time

spent away from the workplace, maximize capacity to attain company’s goals, and protect the

company’s image. In responding to the unacceptable behaviors in the workplace, the manager

may take actions that result in system traps such as policy resistance, a drift to low performance,

and seeking the wrong goal. , i.e : managerial

Policy Resistance

After an unacceptable incident is investigated, policy interventions introduced in the

organization to deter unacceptable behavior could result in policy resistance as a result of

misinterpretation that it could victimize the good performers. Also, the application of system

thinking in handling the behavioral problems can go wrong and generate policy resistance,

especially when the management decisions are not centered on openness (Franco‐Santos, &

Otley, 2018). Resistance to the new policy interventions suggests that not all managerial actions

to solve organizational problems are sustainably sufficient to ensure that improper behaviors do

not recur at the workplace. The concept of open systems thinking is a significant one, given

critical emphasis on the importance of understanding the interrelationships between the work

environment and the organization as well as the significance of effective communication

approaches to help managers effectively respond and interact with their environment.

Although the unacceptable behavior was classified as a minor issue, the manager failed to

take reasonable action to effectively address the issue,As per the systems trap poster, the
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 4

manager needs to for instancesolve the unacceptable behaviors through mediation and cancelling

approaches, thus create psychological insecurity with the new policies. This will help to

successfully deter unacceptable conduct from recurring in the future. in the Angonese &

Lavarda (2014) suggested that policy resistance could emanate from ontological insecurity

because individuals constantly aim to achieve a certain psychological security threshold. In this

vein, employees could resist the new policy if it is deemed to generate anxiety related to learning

and executing the new guidelines. There could also be the fear of increasing workloads in order

to improve results. Therefore, overcoming the anxiety provides a sense of mental security that

enables cognitive redefinition as well as new practices’ sedimentation. Sufficient employees’

security can maintain repetitive routines and behaviors and thus avoid behavioral and cognitive

changes.

Seeking the Wrong Goal

Seeking the wrong goal is another system archetype that needs remedy in order to

achieve improved performance. Furthermore, application of systems thinking is centered on

ensuring organization’s long-term survival by emphasizing on the long-term objectives of the

goal-achievement approach. However, manager’s action to eliminate illegal activities in the

organization through reporting the employees to law enforcement agencies provides a solution in

the short-term. This action is insensitive to environmental changes as it does not seek to

determine the root cause of such behavioral inclinations but instead provides a short term

solution to unacceptable behavior in the work environment. Research indicates that seeking the

wrong goal can emanate from manager’s personality, managerial behaviors, organizational

demands, and environmental influences (Alter, 2013). The use of termination or reporting the

employees to the police entails seeking the wrong objective because, although it provides
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 5

sufficient deterrence for unacceptable conduct in the firm, it fails to solve the underlying issues

that result to such behavior. Thus, certain managerial actions may not provide a sustainable

solution in the long-run. Alternatively, organizational inefficiencies could be attributed to

unintended consequences, whereby a manager’s purposive action effect results in an effect that is

different from the one intended at the moment of decision making. Pfeffer (2007) asserts that

most of the managerial problem originates from the action of manager’s making decision without

carrying out an assessment on the action plan effectiveness to ascertain its long-term prospects

and sustainability.

Drift to Low Performance

System approaches are perverse and more than unanticipated. For instance, the manager

can design and implement stricter policies to stop unacceptable behavior in the organization.

Stricter policies that cut across the organization can undermine staff morale, resulting in a “drift

to low performance.” After incident investigation, managers may fail to implement reasonable

actions and instead use threats such as laying off or demotion to force employees to achieve high

results. However, such actions undermine employees’ morale and thus cause a drift to

deteriorating performance. Deterioration in performance is centered on the systems structure that

produce problematic behaviors that create enormous trouble in the organization (Wright, 2008).

In this vein, understanding the archetypical structures that create problem for in the organization

is insufficient since it is impossible to put up with them.

The destruction caused by system archetypes is usually blamed on a particular event or

actors (managers), although it is actually the consequence of the inherent system structure.

Intervention approaches such as twisting the policies to make them stricter, disciplining,

blaming, and laying off staff cannot effectively solve these structural problems. They are system
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 6

traps that can be escaped by embracing a proactive approach to identify them way before the

organization is caught in them, or by changing the structure by goals reformulation, by changing

or strengthening feedback loops, or creating new feedback loops (Wright, 2008). Therefore, the

system traps are not only traps, but also opportunities to achieve higher performance and

sustainability as discusses in the next sections.

Attainment and Sustenance of a High-Performance System

Human resources are important assets of an organization that can be a catalyst of

success as they can be a source of competitive advantage in the present-day competitive business

environment. Work systems that are geared towards high performance can contribute towards

organizational success (Phuong, Nham & Nguyen, 2018). In this vein, implementing systems

solutions can help eliminate the system traps and drive the company towards high performance

by preventing recurrence of unacceptable behavior. An analysis into the problems indicated in

the systems trap poster reveals that the archetypes can be solved through systems changes in

terms of rethinking the indicators, managerial changeschanging management styles, and shifting

organizational paradigms.

Rethinking the Indicators how Therefore, there is the need to rethink

Lai & Lin (2018) asserts an effective application for the systems theory perceives the

organization as system that is characterized by the , the environment, and the human participants
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 7

or resources within the organization. Also, systems theory holds that organizational components

and processes are organized in a hierarchical manner such that components interact with each

other to an extent that a component cannot function independently. In this vein, it can be derived

that resistance to policy changes arise from organizational subsystems that embrace different and

inconsistent goals. Consequently, the situation can be improved through rethinking the indicators

that initially contributed to the system traps. Importantly, the introduction of participative

decision making processes between the policymakers and the employees is more practical step

towards solving the policy resistance archetype. (Wright, 2008). This wayTherefore, rethinking

collaborations between manager and the staff can help the parties will work together to create

new policies and the process may include training staff on importance of behavioral change in

the organization.that are all-inclusive and thus face negligible resistance.

Furthermore, parties in a policy-resistance organizational system pull efforts in different

directions. This happens when the employees perceive the new policies as being targeting a

particular group of individuals in the organization, thus creating resistance to organizational

goals. The result of heightened policy resistance is tragic, especially in organizational settings. It

This can result in organizational failure as employees are not united towards achievement of

organizational goals. One way to handle policy resistance is to attempt to overpower it. The

systems trap poster recommendsis can be achieved throughmanagers to conducting interviews

with the concerned parties and then closely examining the system feedbacks (Wright, 2008).

This helps understand the rationality behind their resistance, and determine an approach to meet

the participants’ goals in the system in order to move the system state to high performance.
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 8

Seeking the wrong goal can be explained as “fixes that fail,” as managerial actions fail to

provide sufficient deterrence. Instead, managers need to focus on continuous improvement

coupled with opportunities to train employees on the right code of conduct within the

organization. For, instance, instead of handing over employees who make mistakes to the police,

the managers can map out systems interventions to have a positive impact on the system. This

could be achieved through breaking the causal connection links between factors that interact to

cause the unacceptable behavior in the organization. For example, new hires can be the cause of

unacceptable behavior at the workplace. This link can be broken through hiring human resources

who are familiar with the industry requirements or the problem nature. It also possible to predict

the expected behavior in response to management decisions in order to avoid seeking the wrong

goal. It is necessary to evaluate the possible impact that the action would have on the system.

First, the manage needs to identify the elements that can be impacted by the action (Lyneis,

2020). This way, the manager would be able to identify the new behavioral patterns that that are

expected when systems changes are implemented. In identifying the expected behavioral

outcomes to actions and new policies, the manager is able to generate a reference point to

determine the actual outcomes.

Shifting Paradigms

Also, it is possible to identify an approach to align the various subsystem goals by

reviewing them to create an overarching goal that enables all the organizational employees to

disintegrate from their preconceived rationality and perceptions concerning the new policy.

Organizational performance can improve if all employees work harmoniously towards

realization of similar goals. There is need for effective communication and participative
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 9

decision-making processes to ensure that human resources are mobilized towards achievement of

common organizational goals. Harmonizing system goals is not always an easy task, but it is an

action plan worth undertaking (Kim & Bang, 2013). High performance goals can be achieved

through eliminating the narrow goals to center organizational focus on long-term prospects of the

whole overall system.

Seeking the wrong goal can be explained as “fixes that fail,” as managerial actions fail to

provide sufficient deterrence. Instead, managers need to focus on continuous improvement

coupled with opportunities to train employees on the right code of conduct within the

organization. For, instance, instead of handing over employees who make mistakes to the police,

the managers can map out systems interventions to have a positive impact on the system. This

could be achieved through breaking the causal connection links between factors that interact to

cause the unacceptable behavior in the organization. For example, new hire can be the cause of

unacceptable behavior at the workplace. This link can be broken through hiring human resources

who are familiar with the industry requirements or the problem nature. It also possible to predict

the expected behavior in response to management decisions in order to avoid seeking the wrong

goal. It is necessary to evaluate the possible impact that the action would have on the system.

First, the manage needs to identify the elements that can be impacted by the action (Lyneis,

2020). This way, the manager would be able to identify the new behavioral patterns that that are

expected when systems changes are implemented. In identifying the expected behavioral

outcomes to actions and new policies, the manager is able to generate a reference point to

determine the actual outcomes.

 SYSTEMS THEORY AND MANAGERIAL PRACTICE 10

The systems traps can be handled through advocating for a change in organizational

culture. Culture is most noticeable when rules are broken as is the case for the scenario problem

in eradication unacceptable behavior in the environment. There is need for organizational

organizations to train the organizational membersstaff on the importance of embracing

organizational culture to help improve on employees’ cooperation with one another, and thus

performance. Culture provides a sense of belonging in the organization by separating the firm

from its environment. Fully-fledges company culture facilitates management as a result of higher

chances of employees to embrace the expected behavior. Culture is an organizational aspect

which is difficult to change (Piekarczyk, 2017). Therefore, cultivating a responsible

organizational culture can help improve the situation thus improve company’s performance.

Rethinking indicators could also entail reexamination of outside influences such as new

government policy. any kind of policy creates unanticipated side impacts and trying to stabilize

the system may undermine it. Therefore, there is need to understand the wide range of system

feedbacks to prevent policy resistance in the organization. This could entail incorporation of

government policies into the organizational rules so that employees embrace the policy as a

workplace culture. When government policies create organizational resistance, there is need to

change the lever in the feedback loop through implementing fastereffective complainain

response systems, providing regular training and education on cultural changes, and identifying

elements of the government policy that triggered policy resistance. r though .

Managerial Changes

Systems theory is centered on trust and openness. Media coverage concerning acceptable

organizational cultures can help prevent resistance to organizational changes as it improves trust

on the system. The systems poster indicates that culture has a certain degree of control over the
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 11

entire system. Therefore, inclusion of media elements into the system could facilitate harmonious

integration of new cultures and thus eliminate the system traps.

A Ffocus on keeping the systems norms and patterns of communication and behavior as

well as implementing prohibitions to break them can help organizational employees become

more conservative and thus prevent seeking the wrong goals and drifting to low performance.

Organizational norms and cultures can gradually change, given that there are no objective

reasons to maintain them in their existing forms as well as changing them instantly. Given that

an organizational culture is accepted and practiced as an obvious undertaking, the employees are

less likely to doubt them. The tie between social structures and their rules changes depends on

how effectively they can be coupled with employees’ feelings towards the change. This can help

streamline the culture and create a practical environment for achieving organizational goals.

Thus, securing organizational rules that are centered on culture is an effective approach to

protect employees’ identity (Piekarczyk, 2017). This way it is easy for employees to resist any

actions that undermine organizational culture and thus help prevent drifting to low performance.

Piekarczyk (2017) further posited that there is the need to manage systems, not only to achieve

stability and higher productivity, but also to improve on its resilience. Organizational cultures are

resilient and this attribute could help eradicate unacceptable behaviors through creating a

learning environment to create an environment for continuous improvement.

Systems theory is centered on trust and openness. Media coverage concerning acceptable

organizational cultures can help prevent resistance to organizational changes as it improves trust

on the system. The systems poster indicates that culture has a certain degree of control over the

entire system. Therefore, inclusion of media elements into the system could facilitate harmonious
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 12

integration of new cultures and thus eliminate the system traps. that aimed at changing

Seeking the wrong goal can be explained as “fixes that fail,” as managerial actions fail to

provide sufficient deterrence. Instead, managers need to focus on continuous improvement

coupled with opportunities to train employees on the right code of conduct within the

organization. For, instance, instead of handing over employees who make mistakes to the police,

the managers can map out systems interventions to have a positive impact on the system. This

could be achieved through breaking the causal connection links between factors that interact to

cause the unacceptable behavior in the organization. For example, new hire can be the cause of

unacceptable behavior at the workplace. This link can be broken through hiring human resources

who are familiar with the industry requirements or the problem nature. It also possible to predict

the expected behavior in response to management decisions in order to avoid seeking the wrong

goal. It is necessary to evaluate the possible impact that the action would have on the system.

First, the manage needs to identify the elements that can be impacted by the action (Lyneis,

2020). This way, the manager would be able to identify the new behavioral patterns that that are

expected when systems changes are implemented. In identifying the expected behavioral

outcomes to actions and new policies, the manager is able to generate a reference point to

determine the actual outcomes.

Implementation of system changes to eradicate unacceptable behavior in the organization

can be achieved through doing controlled experiments on organizationalstaff behavior toin

response new policies and managerial actions. For instance, bBefore managers commit to a large

scale action, it is necessary to do relatively small and self-contained experiments and utilize them

as opportunities to learn.to gauge employees’ response to the system changes. These

experiments can help create low-risk interventions to avoid drifting to low performance as a
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 13

result of seeking the wrong goal. These experiments produce any underlying trade-offs between

long-term and short-term outcomes or even generate unintended side effects such as drifting to

low performance instead of achieving high productivity. However, there are situations where it is

difficult to undertake controlled experiments to take managerial decision before, they are

implemented, because either of time delays or system complexity. It makes sense to test these

interventions through developing computer simulation models that depict the key feature of the

organizational problem (Lyneis, 2020). This way, it would be possible for managers to create

more practical interventions to eradicate unacceptable behaviors at the workplace rather than

relying on traditional decision-making approaches that create more traps and generate

inefficiencies.

Furthermore, the manager needs to implement actions that are centered on long-term

commitment towards improving organization’s productivity. This action plan is based on the

concept that there exists no right solution for the behavioral problems are they are way too

complex. Therefore, practical managerial interventions to correct the unacceptable behavior at

the workplace should be centered on effectively planned actions that reviewed and examined

over time based on the system feedback (Lyneis, 2020). Therefore, applying system archetypes

to examine the current situation as well as intended interventions is helpful in developing robust

strategies that address the challenge systemically. However, this is not a simple managerial

decision, and thus, there is need for continuous review of the entire system to generate

interventions way before problem happen.

Conclusion

Systems theory can be applied in management to come up with policies that effectively

address the behavioral problems that generate employees’ resistance to the new policies, seeking
 SYSTEMS THEORY AND MANAGERIAL PRACTICE 14

of wrong approval, and drifting the organization to deterioration in productivity. The application

of system thinking in handling the behavioral problems can create organizational problems, for

instance, policy resistance due to perceived victimization of certain employees in the

organization can be attributed to failed communication procedures. The situation can be

improved throughProblems relating to systems archetypes can be eradicated through the

introduction of participative decision-making processes between the policymakers and the

employees. policy resistance to attempt to overpower it. This can be achieved throughThe

managers can conducting interviews with the concerned parties and then closely examining the

system feedbacks to overpower the system traps.. Before managers take action, it is important to

undertake small and self-contained experiments in order to utilize them as opportunities to learn.

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 SYSTEMS THEORY AND MANAGERIAL PRACTICE 15

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Appendix

Systems Trap Poster

SYSTEMS THEORY AND MANAGERIAL PRACTICE 17
SYSTEMS THEORY AND MANAGERIAL PRACTICE 18