	A Systems Thinking Leader will seek to develop an approach informed by the perspectives below	Traditional approaches below indicate an absence of Systems Thinking
Appreciation of a system
Attitude to customers/users	What matters to customers/users?^a Cooperative/partnership approach. Value, speed and reliability	Contractual approach to users: adversarial, price based, “you fit with what we offer”
Attitude to suppliers	Co-operative/partnerships. Value, speed and reliability based: work together long-term, eliminate time/cost from supply chain	Contractual approach to suppliers: adversarial, price-based, “look how much we’ll squeeze you”
Organisation Design	Outside-in, derived from core work processes, self-managing teams	Top-down hierarchy, functional procedures, depend on individuals
Understanding psychology
Ethos	Learning, team-based, sharing, integrity, vision	Control, individualism, “politics” and rivalry
Attitude to employees	Trust and responsibility. People are the solution, with huge potential for growth	People are the problem, their potential is limited, “carrot and stick”
Decision Making	Integrated with workers	Separated from workers
Leadership	Inclusive, situational, based on expertise	Exclusive, fixed. Based on position/hierarchy/seniority
Using theory of knowledge
Communication	Based on knowledge, understanding and improvement, available to those best placed to make the decision	Based on passing information, limited to managers, top down.
Learning and Development	An investment, for all, critical for success and improvement.	A cost, privilege of the few
Understanding variation
Measurement	“What & Why” focus: related to purpose, capability, variation, “lead” and “lag” measures	“What” focus: output, targets, standards, related to budget
Pay and Reward	Reward capability and achievement	Reward attendance