ABSTRACT
In this chapter the author describes ways in which the author applies systemic ideas in teaching and consultation to managers in the public sector. Systemic thinking has been particularly helpful for managers in a context of national/major change to professional services in the public sector brought about by new legislation. This role for the manager needs also to reflect differences between individuals within services, as the manager is often in a position of negotiating individual and service needs. Many report that understanding the interconnectedness of systems has enabled them to be more observant of their role and of that of others and to be less reactive. The demands that predominate in any management role can be reactive, premised upon simple cause-and-effect thinking, often with no time to allow the greater complexity of systems thinking to take over. Time and time management is a continual theme, particularly in relation to finding time to think and reflect.
