Pace Layers for Organization: How to Safely Think in Systems

Pace Layers for Organization: How to Safely Think in Systems

In the world of organizational dynamics, effective communication and understanding are essential for success. However, as an organization grows, the challenge of effective communication becomes increasingly complex. George Lakoff, in his book "Don't Think of an Elephant," delves into the intricacies of communication and offers valuable insights into how to navigate this challenge. By incorporating the principles of systems thinking and implementing a small language for modeling systems, Lakoff provides a framework for understanding why work-in-progress limits work, system reliability, and hiring funnels.

One of the key takeaways from Lakoff's work is the importance of acknowledging the reality of a situation, even when it conflicts with our preconceived models. As systems thinkers, it is easy to get caught up in our own intuitive models of how things should work. However, when our models and reality conflict, it is crucial to recognize that reality is always right. At Stripe, for example, the team developed a reliability strategy based on a model that seemed intuitively sound. However, the real-world results were mixed, and the team's attachment to their early model hindered their ability to address the most critical problems. By learning to engage directly with what reality teaches us, rather than dismissing its lessons, we can have a greater impact and improve our understanding of complex systems.

Another valuable insight from Lakoff's work is the recognition that models are immutable, but reality is not. This means that our models, no matter how well-crafted, will always have limitations. For instance, I once encountered an organization that dedicated significant time and resources to improving their hiring process. Despite their efforts, they continued to struggle with hiring the right candidates. It wasn't until they realized that misalignment in interviewer expectations was the primary obstacle that they were able to make meaningful progress. This example highlights the importance of recognizing that our models may not capture all the critical information necessary for understanding a complex system.

In the realm of organizational dynamics, the concept of Pace Layers provides a useful framework for visualizing and discussing different types of work and teams within an organization. Pace Layers help us understand the varying speeds at which different aspects of an organization evolve. By identifying these different layers, we can better allocate resources and plan for the future. For example, some aspects of an organization, such as its core values and culture, change at a slow pace, while others, like technology and market trends, evolve rapidly. Understanding these different pace layers allows us to navigate the complexities of organizational change more effectively.

To safely think in systems and apply the insights from Lakoff's work, here are three actionable pieces of advice:

1. Embrace reality: When your model and reality conflict, always trust that reality is right. Be open to learning from the real-world results and adjust your models accordingly. Avoid getting stuck in defending your intuitive model and instead engage directly with what reality is teaching you.

2. Challenge your models: Recognize that every model omits information, and some may omit critical information. Continuously question and challenge your models to ensure they are capturing the essential aspects of a system. Be open to the possibility that your model may need adjustments or even a complete overhaul.

3. Understand pace layers: Use the concept of Pace Layers to identify the different speeds at which various aspects of your organization evolve. This understanding will help you allocate resources appropriately, plan for the future, and navigate the complexities of organizational change more effectively.

In conclusion, thinking in systems and effectively communicating within an organization are essential for success. By incorporating the principles of systems thinking, embracing reality, challenging our models, and understanding pace layers, we can navigate the complexities of organizational dynamics more effectively. George Lakoff's insights, along with the concept of Pace Layers, provide valuable tools for safely thinking in systems and driving positive change within our organizations.