How do you handle resistance or conflict that may arise from systems thinking?

Creating safe spaces where we can explore different perspectives with kindness, respect, vulnerability and compassion is critical.

I would not say “acknowledge”. “Recognize” seems to be more suitable term. “Recognize" that some people are simply too emotional – which ironically means they are less rational. We have to “understand” that it is never easy to deal with irrational people. Irrational people can be disruptive as emotions can lead to lack of rational thoughts. They can and will sink ships figurative speaking. Our job is to make people understand the system. And if the people who we are trying to help are simply too irrational, then we must make a decision of our own – do we want to work with (or worse, for) irrational people? If the system thinker is too emotional, then that person is not well suited for systems thinking.

Resistance to systems thinking is normal. It’s not easy to let go of the way we’ve always done things. What’s worked for me is starting with commun ground. When you genuinely listen to people’s concerns and offer something valuable in return-maybe a shared idea or a small solution-you build trust. It softens the resistance. I’ve also noticed how powerful stories can be. When you share real examples of how systems thinking has worked in similar situations, it becomes more relatable. People begin to see it as something practical, not just theoretical. And honestly, data alone doesn’t cut it. Numbers matter, but pairing them with a story that connects emotionally makes all the difference. People want to feel understood before they engage.

Acknowledging emotions is crucial in managing resistance or conflict. Emotional reactions like fear, anger, frustration, or defensiveness can hinder rational thinking and communication. Recognizing these emotions in yourself and others, and responding with empathy, active listening, and validation, while avoiding judgment or blame, helps mitigate their impact. This approach fosters a respectful and safe environment conducive to open dialogue and effective problem-solving, paving the way for more constructive interactions and outcomes.

Systems thinking assumes a logical flow. Not all problems are logic-based. Some involve personal preferences or people having a bad day. You have to know what problems are solvable by the system and which ones aren't.

It's very important that these elements are developed collaboratively with as wider stakeholder group as is possible and feasible. I would say that the purpose is the most fundamental and worth spending the most time on and there are many workshop tools out there to help with this. The best of these tools harness the value of many diverse opinions rather than creating conflict from them.

Everyone loves the familiar. Different is scary. Encouraging allowing uncomfortable feelings and emotions are part of the process helps people know that these feelings are normal and part of the process.

Changing or adapting a system usually requires training. Making this training as simple and accessible as possible should decrease reluctance to adopt the new/updated system. Setting up incentives to learn and adjust to the new system and providing trainers to clearly teach on the new system are two ways to help overcome barriers to adoption.

Learning is the process of change. When people have no other information, a bottle of water with a lower price is always better than the other with a higher price. It will seem a conflict to persuade other stakeholders to buy bottled water at a higher price. However, if we told you that the lower-priced water comes from the river where factories discharge unregulated wastewater, people may start to think twice. When executing a system thinking project, transparently communicating the expected outcome, the sacrifice, and the change expected during the process will help stakeholders recognize the importance of change.

When discussing how a system delivers or creates undesired output, remember that the intentions and performance of people in the system may not be at fault. A poorly designed system - or one without a design at all - has negative impacts that span more than a single person, or even an entire team.