Benjamin-P-Taylor-at-STSP26-systems-practice-is-a-humanism
Benjamin P. Taylor’s essay frames systems practice as a form of humanism, drawing on Sartre’s existentialist claim that “existence precedes essence” to argue that practice precedes models. He defines a system not as an objective thing but as a boundary, framing, and set of distinctions that we enact, making responsibility a matter of practice rather than abstract design. The essay critiques common accusations that systems thinking is vague and paralyzing, countering that responsibility lies in what we do. Taylor illustrates the problem with a personal case of navigating a fragmented public‑service system for his elderly father, showing how a focus on end‑to‑end journeys, ownership across boundaries, weekly learning, and small iterative changes produced better outcomes. He diagnoses systemic failure as broken learning loops and mismatched boundaries across five “worlds” – citizen, service, management, leadership, and learning – each speaking its own language and reinforcing bad‑faith behaviour. The piece proposes a relational public‑service model where value is defined in the citizen’s context, and outlines the constraints on change (management capability, identity, psychology of change). It introduces concepts of bad faith, triple‑loop learning (identity → thinking → actions → results), and a four‑pillar approach to robust human systems – segment, blend, empower, harmonise. Finally, Taylor offers a concrete “Monday” action checklist (strengthen sensors, cross a boundary, make something discussable, run a tiny experiment, build cadence, protect honesty) and invites readers to engage in practice‑based workshops, positioning systems practice as an ongoing, responsibility‑laden humanism.
Topics
Sartrean Lens: Practice Precedes Model
Uses Sartre’s existentialist claim to argue that systems practice is about what we do, not abstract models.
Systems as Boundary‑Making, Not Objects
Defines a system as a boundary, framing, and set of distinctions we enact, rejecting the notion of an inherent system essence.
Personal Case Study: Navigating an Omnichannel Public‑Service Failure
Narrates the author’s experience helping his elderly father, exposing fragmented service channels and the resulting ‘omnishambles’.
Intervention Blueprint: End‑to‑End Journeys and Weekly Learning
Details the practical steps taken (real‑journey mapping, ownership across boundaries, weekly case learning) that turned the case around.
Five Worlds Model of Public‑Service Failure
Maps citizen, service, management, leadership, and learning worlds, showing how each talks to itself and hardens boundaries.
Broken Learning Loops: Notice‑Interpret‑Adapt Gap
Explains how disconnected learning loops between citizens and services cause epistemic and operational failures.
Relational Public Services: Value Defined in Citizens’ Context
Advocates shifting from a delivery mindset to a relational one where organisations become subject to citizen‑defined value.
Constraints on Change: Management Capability, Identity, Psychology
Identifies structural and psychological barriers that make change hard, especially for managers under vertical accountability.