Pattern Spotters
How to see patterns?
Some people have a gift for seeing patterns in chaos. They make great artists and politicians and parents of two-year-olds. Pattern spotting does not come naturally to others, they look at a mess, and see only the mess. In HSD, we depend on being able to see deep simplicity that hides under the surface of chaos, so seeing patterns is a core competency for HSD practitioners. This guide will show you how.
What ?
“To see, understand, and influence patterns” is a phrase that has become a standard talking point in the Human Systems Dynamics (HSD) community. Glenda Eoyang, founder of the field of HSD, has shifted the paradigm for thinking about and taking action in complex challenges. Pattern Logic is the core of that paradigm. It calls us to see the patterns in our systems, rather than feeling stuck by the problems we face. Pattern Logic goes beyond traditional cause-and-effect explanations to provide surprising options for action. This new logic helps us look beyond the whole picture to begin to see the patterns of interaction, decision making, and data that make up the whole.
So what?
We believe that anyone can build the Adaptive Capacity to see patterns in real space and real time. Practice helps, but we have also borrowed and created approaches to help build pattern-spotting muscles. They are five fill-in-the-blank statements that focus your attention of what you can see to help you bridge to what you cannot. The statements are:
In general, I notice . . . .
In general, I notice . . ., but . . . .
On one hand . . ., and on the other hand . . . .
I am really surprised that . . . .
I wonder . .
Now what?
As you reflect on these statements, you and your colleagues can begin to notice containers and boundaries that are relevant, differences that make a difference, and exchanges that have the capacity to move a system forward or keep it stuck. In short, you see the patterns and are prepared to move forward with your Pattern Logic.
Use the Pattern Spotters when you need to:
Analyze complex qualitative data
Debrief after a particularly difficult, or productive, meeting
Guide after-action reviews of projects
Begin a dialogue to defuse conflict