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Designing Safer Systems
The theory of systemic thinking, the idea that we should view problems as part of a larger, interconnected puzzle rather than as isolated incidents, is well established.
Overview
As leaders, what does it mean to be a systems thinker? How will you hold yourself and your peers accountable for the part you play in the system?
Designing Safer Systems takes you on a powerful journey through a system that experienced multiple failures, most of which were foreseeable. At the end of this journey, you’ll be challenged to reflect on the circumstances within the multiple systems in which you are a player and will be asked:
- What are the foreseeable failures in the systems over which you have influence?
- How might you reform the system to mitigate the impact of these failures?
- How might you help others in your organisation and in stakeholder organisations take a more system-wide view?
Dr Shaun Ridley is a highly sought-after management consultant and facilitator with a reputation for delivering world-class outcomes for clients. He has a particular talent for helping groups navigate complex issues and solve difficult problems.
The majority of Shaun’s assignments involve working with senior executives from both the public and private sectors on strategy and leadership development, stakeholder consultation and consensus building.
With an unparalleled depth of experience, Shaun has a toolkit of approaches he tailors to each group he works with. His thoughtful, considered style is direct but gentle, drawing contributions from the whole room, allowing everyone to feel they have been heard, and turning input into meaningful action.
Shaun has more than 30 years’ experience empowering organisations to advance their strategic direction, proactively manage change, and develop the potential of their people.
His former role as Chief Learning and Development Officer of the Australian Institute of Management in Western Australia has given him unrivalled access to hundreds of organisations across multiple industries, including banking and finance, manufacturing, mining, public sector management, small business, professional services, education and healthcare. He has delivered programs throughout Australia and in the US, Indonesia, Brunei and Malaysia.
Shaun’s areas of expertise include leadership, strategic planning and decision making, negotiation skills and human resource management. He is also a nationally-accredited workplace mediator.
Shaun has completed his Doctor of Business Administration with a research focus on the practical aspects of organisational leadership. He is currently a member of the Governing Council of North Metropolitan TAFE and has previously served as the Chair of the national Business Services Industry Reference Committee, Chair of John XXIII College and Deputy Chair of the FAPSTC Training Council.
Shaun is frequently invited to speak at events for both profit and non-profit organisations. He is the author of three books; One Small Step … for Leaders, One More Small Step … for Leaders and I Wish I’d Said That.
Who will benefit
The program design is aimed at mid to senior level executives, managers and leaders who play influential roles within complex, multi-agency systems. Participants will be seeking to enhance their skills at rising above their operational challenges and taking a wide-angle, systems view of decision-making and change.
Content
Key learnings will be drawn from a highly interactive, real-life case study. Participants will gain an understanding of one element of the system, only to be gradually exposed to more and more interconnected elements that add both clarity and complexity in equal measure.
- Defining Systems Thinking
- Why and how systems fail?
- Models and tools for systems thinking
- Personal, team, organisation and system accountability
- System reform
- Case analysis
- Recommendations for action
Learning Outcomes
As a result of attending this program, participants should be able to:
- Step back and up to take a wider, system view of their organisation
- Describe the circumstances that can cause systems to fail
- Adopt a more sophisticated executive decision-making approach that considers the implications across the whole system
- Recognise and implement the pre-conditions for accountability in systems
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