Pelin Celik
The iceberg model, derived from systems thinking, is one of the powerful methods for understanding the hidden dynamics and complexities that influence decision-making. By examining the various layers of the iceberg metaphorically, one can gain a deeper understanding of the interconnectedness and interdependencies within systems, enabling one to make more informed and connected decisions and foster sustainable change in a complex world. By employing the iceberg model, systemic design oriented leadership could gain a holistic understanding of the hidden dynamics that drive behaviours and outcomes within their organisations. Such leadership could even enhance a learning culture that encourages the exploration of mental models, challenges assumptions and promotes critical thinking. Through dialogue and reflection, leaders could surface underlying beliefs and values, thereby supporting a deeper understanding and empathy within the organisation.
Leadership that embraces the iceberg model might effectively drive sustainable change. By focusing on mental models and systemic structures, systemic design oriented leaders can design interventions that address the root causes of challenges rather than applying quick fixes. This approach fosters a culture of continuous improvement and adaptability, positioning the organisation for long-term success.
This paper explores the application of the iceberg model as a physical play in systemic design oriented leadership, highlighting its significance in identifying and addressing underlying factors that impact organisational behaviour and performance.
KEYWORDS: leadership, systemic design, systems thinking, iceberg model, play, mental models
RSD TOPIC(S): Cases & Practice, Economics & Organizations, Health & Well-Being, Methods & Methodology