Introduction
Drawing attention to the organization’s strategies and projects is essential to exploring its functioning. Managers responsible for shaping these two factors must have a range of knowledge and thinking capabilities. This essay will discuss the features of managers’ visions concerning the levels of the perspective framework. Modern realities require managers to take unusual approaches based on creativity and innovative thinking that can create a unique corporate strategy.
Systems Thinking, Projects, and Corporate Strategy
In the book Introduction to Systems Thinking, Kim (1999) discusses the significance of systems thinking and its peculiarities. One of the most important concepts presented by the author is the levels of perspective framework. This system defines different levels of managers’ thinking regarding development and organizational strategy (Chowdhury, 2019). The framework includes elements such as action mode and level of perspective (Kim, 1999).
In particular, the action mode consists of reactive, adaptive, creative, reflective, and generative points (Kim, 1999). Each of them implies specific actions of the manager aimed at creating or managing the company’s strategy. In other words, the breadth and quality of a manager’s vision depend on the effectiveness of the corporate strategy.
When describing the connection between systems thinking, projects, and corporate strategy, it is important to stress that the first factor directly affects the following two. In particular, it is necessary to understand that various events occurring concerning the company require qualitative thinking of the pros and cons that can be obtained because of these events (Jackson, 2019). For the success of the organization’s projects and the strategy’s effectiveness, one must think according to the top levels of the perspective framework (Hodgson, 2019). This means that the manager should not only react and adapt the company’s strategy and projects to various external factors and events.
However, it should also generate new approaches and be creative in creating innovative solutions (Goode et al., 2018). According to Kim (1999), “we alter the system, rather than just adapting or reacting to it” (p. 18). The above features are the basis of systems thinking and highlight the connectivity among these factors, the company’s projects, and corporate strategy.
Negative Event and the Company’s Vision
Technology companies actively use non-standard and creative assessments to develop their strategies. Smartphone and tablet manufacturers are significantly focused on customer and client feedback, allowing them to get important product information. According to Hossain et al. (2020), systems thinking was elaborated “to understand the dynamic behavior of systems when linear thinking (cause-and-effect thinking) was no longer useful” (p. 1).
One example of an adverse event that reflects this mindset with the use of feedback, loops, and labels is the increasing number of car crash accidents. Apple Inc., based on statistics and feedback from customers, decided to change its strategy and release the product with auto crash detection (iPhone 14, n.d.). Notably, this feature has become one of the main advantages of the iPhone 14. It is used as a marketing approach (iPhone 14, n.d.). This example demonstrates Apple managers’ ability to analyze customers’ needs and feedback and to change their strategy and projects following the findings. According to the Levels of Perspective framework, such a management response would fall into creative, reflective, and generative thinking categories.
Conclusion
In conclusion, it is essential to emphasize that systems thinking directly affects the company’s functioning. Managers’ work shapes the success of factors such as corporate strategy and projects and is, therefore, influenced by their thinking. By considering the features of the levels of the perspective framework, various types of thinking that the manager can apply were highlighted. As a result, it is important to emphasize that creativity and broad vision are essential components of effective management and successful organizations.
References
Chowdhury, R. (2019). Systems thinking for management consultants: Introducing holistic flexibility. Springer Nature Singapore.
Goode, N., Salmon, P. M., Lenne, M., & Finch, C. (2018). Translating systems thinking into practice: A guide to developing incident reporting systems. CRC Press.
Hodgson, A. (2019). Systems thinking for a turbulent world: A search for new perspectives. Taylor & Francis.
Hossain, N. U., Dayarathna, V. L., Nagahi, M., & Jaradat, R. (2020). Systems Thinking: A Review and Bibliometric Analysis. Systems, 8(3). Web.
IPhone 14. (n. d.). Apple. Web.
Jackson, M. C. (2019). Critical systems thinking and the management of complexity. Wiley.
Kim, D. H. (1999). Introduction to systems thinking. Pegasus Communications.