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Seeing Systems: Unlocking the Mysteries of Organizational Life
In this extensively revised and updated edition of his classic book, Barry Oshry shows how we can transform “system blindness” into “system sight,” enabling us to live and work together in productive partnership.
Based on more than thirty years of research and packed with illustrative cases and solid systems theory on human interaction, Seeing Systems provides a penetrating look at the dynamics of systems and a unique foundation for revolutionizing our understanding of system life.
This new edition features an extensive new section on having the wisdom and courage to face and work with the reality of uncertainty, and a new epilogue describing how Oshry is currently using theater, blogs, and podcasts to extend his multi-pronged revolution aimed at transforming system blindness into system sight.
Based on more than thirty years of research and packed with illustrative cases and solid systems theory on human interaction, Seeing Systems provides a penetrating look at the dynamics of systems and a unique foundation for revolutionizing our understanding of system life.
This new edition features an extensive new section on having the wisdom and courage to face and work with the reality of uncertainty, and a new epilogue describing how Oshry is currently using theater, blogs, and podcasts to extend his multi-pronged revolution aimed at transforming system blindness into system sight.
304 pages, Paperback
First published January 1, 1995
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Displaying 1 - 21 of 21 reviews
May 8, 2019
This book provides a lucid, systemic and compassionate perspective on the pitfalls and potentialities of organizational life. As a ‘systems’ thinker, Barry Oshry sees organizations as patterns of relationships rather than as collection of individuals. But, and this is an important twist, these are relationships between ‘contexts’ as much as between individuals. Oshry proposes a simple typology of organisational contexts: Top, Middle, Bottom and Customers. These contexts sound like they belong to old fashioned hierarchical structures, but the truth is they can be found anywhere, also in very loosely organized collectives. Further, as an individual member of an organization, I never exclusively belong to one context or the other but I ceaselessly move in and out of them. Oshry positions the four context as follows:
* Top is a context characterized by being overwhelmed by complexity and accountability.
* Bottom is a context characterized by feeling invisible and vulnerable.
* Middle is a context characterized by feeling torn between conflicting demands coming from Tops and Bottoms.
* Customer is a context characterized by feeling shortchanged by unresponsive delivery systems.
As a rule, unhelpful systemic patterns of interaction develop between these contexts. Oshry’s key point is that we can only pull ourselves free from these destructive dynamic patterns when we learn to see and decode these patterns:
“When we don’t see systems,
we fall out of the possibility of partnership with one another;
we don't understand one another;
we make up stories about one another;
we have our myths and prejudices about one another;
we hurt and destroy one another;
we become antagonists when we could be collaborators;
we separate when we could remain together happily;
we become strangers when we could be friends;
we oppress one another when we could live in peace;
and our systems - organizations, families, task forces, faith groups - squander much of their potential.
All of this happens without awareness or choice-
dances of blind reflex.”
The quote above hints at the rather idiosyncratic style of writing of which Barry Oshry avails himself. Indeed, throughout the book the author switches between drama, poetry, storytelling and conceptual analysis. I experienced it as a rather engaging way of making a point, but only because Oshry has a very good point to make and his analysis is, despite the stylistic twists and turns, very cogent.
Oshry identifies three typical patterns of relationship: Top/Bottom, End/Middle/End, and Provider/Customer. In each of these relationships, there is the potential for a partnership in which both parties are committed to the success of their shared process, provided participants are able to short-circuit the associated Dances of Blind Reflex. These Dances are group dynamical patterns that undermine the sense of partnership that is needed for groups to excel. For instance, the Top/Bottom Dance of Blind Reflex results in Tops becoming increasingly overwhelmed and Bottoms increasingly disempowered. It’s a typical example of an escalation dynamic that functions as long as the parties involved deliver and are willing to take the attendant stresses in their stride. But there is no sense of partnership and there may be a point at which the relationship succumbs to revolt or breakdown. In the End/Middle/End Dance of Blind Reflex, Ends become decreasingly responsible for resolving their own issues, while Middles become increasingly stretched in trying to meet these demands. The Provider/Customer Dance pushes both parties sulkingly in their corner (‘we don’t get what we want’ vs ‘we are unfairly judged’).
In addition to unhelpful 'between-peer group’ relationships, there are also ‘within-peer group’ relationships: Turf Warfare among the Tops (driven by the survival process of Differentiation), Alienation among the Middles (driven by the process of Individuation); GroupThink among the Bottoms (driven by Integration).
So now we are able to name and identify these patterns. And then what? Oshry formulates recommendations to maintain an appropriate balance of forces in organizations. Much of this boils down to developing a powerful mission for the whole, maintaining a heartbeat of regular meetings with the explicit aim to offset the natural tendencies in the system, and taking time to ‘bake bread together’. From these encounters complex strategies will emerge that include multiple possibilities along with their strengths and limitations.
“The Robust System zestfully elaborates differences; it develops variety in everything from types of cuisine to technology. Just as system members become all that they can be, so does the Robust System becomes all that it can be.
The Robust System zestfully pursues homogenization - processes by which members keep in touch with their commonality. There is a high degree of mutual understanding throughout the system.”
The Robust System values tradition: members are enriched by connecting with the system’s history, its rituals, its accumulated wisdom.
The Robust System grows and changes; it values learning; it takes in information from its environment; it changes form and function in response to changing environmental conditions.”
Oshry also opens a space towards a practice of ‘systems being’. Ultimately there is no technical fix that allows us to step out of the Dances of Blind Reflex but only common sense and our humanity. We can become more skillful in monitoring our feelings to offer us a clue that a dance is on. And we can, upfront, take a stand for partnership in the awareness that these gravitational fields of Blind Reflex, Turf Warfare, Alienation and GroupThink at all times are likely to exert their pull on us. Dealing with uncertainty is unescapable. We need to become adept at living and working at the higher level of uncertainty that comes with escape from the ’Tunnel of Limited Options’. This is a territory that is rich with possibilities for spiritual growth.
“Sorry. No list. With these challenges, we end where we began: uncertainty. There are no clear-cut road maps for how we carry out any of these. They will draw on us to grow, to develop new resources, to create new partnerships, and to resist the unyielding lure of the Dance of Blind Reflex. If we are committed to the stands - and that is the key - we will find our hows.”
* Top is a context characterized by being overwhelmed by complexity and accountability.
* Bottom is a context characterized by feeling invisible and vulnerable.
* Middle is a context characterized by feeling torn between conflicting demands coming from Tops and Bottoms.
* Customer is a context characterized by feeling shortchanged by unresponsive delivery systems.
As a rule, unhelpful systemic patterns of interaction develop between these contexts. Oshry’s key point is that we can only pull ourselves free from these destructive dynamic patterns when we learn to see and decode these patterns:
“When we don’t see systems,
we fall out of the possibility of partnership with one another;
we don't understand one another;
we make up stories about one another;
we have our myths and prejudices about one another;
we hurt and destroy one another;
we become antagonists when we could be collaborators;
we separate when we could remain together happily;
we become strangers when we could be friends;
we oppress one another when we could live in peace;
and our systems - organizations, families, task forces, faith groups - squander much of their potential.
All of this happens without awareness or choice-
dances of blind reflex.”
The quote above hints at the rather idiosyncratic style of writing of which Barry Oshry avails himself. Indeed, throughout the book the author switches between drama, poetry, storytelling and conceptual analysis. I experienced it as a rather engaging way of making a point, but only because Oshry has a very good point to make and his analysis is, despite the stylistic twists and turns, very cogent.
Oshry identifies three typical patterns of relationship: Top/Bottom, End/Middle/End, and Provider/Customer. In each of these relationships, there is the potential for a partnership in which both parties are committed to the success of their shared process, provided participants are able to short-circuit the associated Dances of Blind Reflex. These Dances are group dynamical patterns that undermine the sense of partnership that is needed for groups to excel. For instance, the Top/Bottom Dance of Blind Reflex results in Tops becoming increasingly overwhelmed and Bottoms increasingly disempowered. It’s a typical example of an escalation dynamic that functions as long as the parties involved deliver and are willing to take the attendant stresses in their stride. But there is no sense of partnership and there may be a point at which the relationship succumbs to revolt or breakdown. In the End/Middle/End Dance of Blind Reflex, Ends become decreasingly responsible for resolving their own issues, while Middles become increasingly stretched in trying to meet these demands. The Provider/Customer Dance pushes both parties sulkingly in their corner (‘we don’t get what we want’ vs ‘we are unfairly judged’).
In addition to unhelpful 'between-peer group’ relationships, there are also ‘within-peer group’ relationships: Turf Warfare among the Tops (driven by the survival process of Differentiation), Alienation among the Middles (driven by the process of Individuation); GroupThink among the Bottoms (driven by Integration).
So now we are able to name and identify these patterns. And then what? Oshry formulates recommendations to maintain an appropriate balance of forces in organizations. Much of this boils down to developing a powerful mission for the whole, maintaining a heartbeat of regular meetings with the explicit aim to offset the natural tendencies in the system, and taking time to ‘bake bread together’. From these encounters complex strategies will emerge that include multiple possibilities along with their strengths and limitations.
“The Robust System zestfully elaborates differences; it develops variety in everything from types of cuisine to technology. Just as system members become all that they can be, so does the Robust System becomes all that it can be.
The Robust System zestfully pursues homogenization - processes by which members keep in touch with their commonality. There is a high degree of mutual understanding throughout the system.”
The Robust System values tradition: members are enriched by connecting with the system’s history, its rituals, its accumulated wisdom.
The Robust System grows and changes; it values learning; it takes in information from its environment; it changes form and function in response to changing environmental conditions.”
Oshry also opens a space towards a practice of ‘systems being’. Ultimately there is no technical fix that allows us to step out of the Dances of Blind Reflex but only common sense and our humanity. We can become more skillful in monitoring our feelings to offer us a clue that a dance is on. And we can, upfront, take a stand for partnership in the awareness that these gravitational fields of Blind Reflex, Turf Warfare, Alienation and GroupThink at all times are likely to exert their pull on us. Dealing with uncertainty is unescapable. We need to become adept at living and working at the higher level of uncertainty that comes with escape from the ’Tunnel of Limited Options’. This is a territory that is rich with possibilities for spiritual growth.
“Sorry. No list. With these challenges, we end where we began: uncertainty. There are no clear-cut road maps for how we carry out any of these. They will draw on us to grow, to develop new resources, to create new partnerships, and to resist the unyielding lure of the Dance of Blind Reflex. If we are committed to the stands - and that is the key - we will find our hows.”
July 7, 2014
Kind of a strange read, but very good at explaining organizational behaviour
May 29, 2015
An intriguing look at organizational dynamics from a systems-thinking perspective. Oshry takes an unorthodox approach to writing… some of the sections are narrative, some are poetry, some are prose, and the book is tied together with interludes in the form of a dialog between a nameless man and woman.
Oshry classifies organizational interaction into just a few categories (e.g. top-bottom, middle-end, provider-customer) and discusses the way interactions typically develop and devolve, and then provides some hints at other ways to handle the relationships once you become aware of the larger system you're a part of.
It's an interesting take presented in an interesting way, and may prove useful.
Oshry classifies organizational interaction into just a few categories (e.g. top-bottom, middle-end, provider-customer) and discusses the way interactions typically develop and devolve, and then provides some hints at other ways to handle the relationships once you become aware of the larger system you're a part of.
It's an interesting take presented in an interesting way, and may prove useful.
January 2, 2015
Hard to read b/c of its touchy-feely style, but good insights. Very understandable if you can handle the frou frou delivery.
October 31, 2010
Somewhat challenging for me to read since it is "soft/touchy-feely". But a coworker recommended it. The author takes a artistic/poetic turn at times which isn't my style. However, some of the key content is insightful. The delivery drops it two stars.
The book posits a way to re-frame how we view work relations, and the invariable associated struggles and frustrations. Perhaps your least favorite people are not dumb or incompetent, it only appears so because of their power and position in the organizational system. One's role may make them seem inflexible or incompetent, rather than that is how they are as a person.
A whole bunch of techniques are covered through diagrams. For instance, if you're a "middle" you need to connect the two other parties and get out of the way yourself. Common sense, but gives you a new set of vocabulary to look at the people around you. Worth a few hours of skimming.
The book posits a way to re-frame how we view work relations, and the invariable associated struggles and frustrations. Perhaps your least favorite people are not dumb or incompetent, it only appears so because of their power and position in the organizational system. One's role may make them seem inflexible or incompetent, rather than that is how they are as a person.
A whole bunch of techniques are covered through diagrams. For instance, if you're a "middle" you need to connect the two other parties and get out of the way yourself. Common sense, but gives you a new set of vocabulary to look at the people around you. Worth a few hours of skimming.
May 16, 2008
A very helpful and simple book to understand systemic dynamics in any organization.
December 2, 2014
5 stars for content, 1 star for writing. So. Weird. But excellent stuff!
February 7, 2019
This is a great title on Systems Thinking. Great and Enjoyable read with case studies. It is also well structured and compelling.
It provides clear points of view from the different actors in any organizations, like Top, Bottom, Middles and Customer and analyzes the systemic relationships like The dominants and Provider-Consumer.
When we don´t see Systems, we are at its mercy (System Blindness) and you enter "The Dance of the Blind Reflex". If you see System (System Blindness) you can spot a problem no as personal but systemic to make the system more robust. With this ability, you can Unlock the Mysteries of Organizational Life.
It provides clear points of view from the different actors in any organizations, like Top, Bottom, Middles and Customer and analyzes the systemic relationships like The dominants and Provider-Consumer.
When we don´t see Systems, we are at its mercy (System Blindness) and you enter "The Dance of the Blind Reflex". If you see System (System Blindness) you can spot a problem no as personal but systemic to make the system more robust. With this ability, you can Unlock the Mysteries of Organizational Life.
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December 11, 2019Sometimes the people I speak with look at me funny. They tilt their head just a bit and wonder how I’m looking at problems. I know that I see things differently, but it’s normal to me. Seeing Systems: Unlocking the Mysteries of Organizational Life seeks to help everyone see things a bit differently. Instead of blaming people for the problems we encounter, the goal is to expose that many of the problems we see are natural outcomes of the systems we create.
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March 17, 2024
A pathbreaking book that explores how the positions we hold in organizations predict the ways in which we will struggle with each other to get work done, because each different position brings a different perspective and set of needs that are naturally at odds with one another. 'Tops', 'middles', and 'bottoms' all have their view of the organization, their needs, and their ways of getting things done. Only when you stop taking everyone around you personally and start seeing their reactions and needs systemically can you truly create an organization that functions well.
October 14, 2019
The book is a remarkable insight into how how relational/contextual lenses can make us think/feel/do/believe in a certain way.
It aims to look a large puzzle of how we relate to each other and more importantly brings to light how our contexts can more often than not define how we relate to each other.
I found this book relatable and relevant to not just an organisational context but also to my own personal relationships.
Highly recommend!
It aims to look a large puzzle of how we relate to each other and more importantly brings to light how our contexts can more often than not define how we relate to each other.
I found this book relatable and relevant to not just an organisational context but also to my own personal relationships.
Highly recommend!
May 16, 2021
A great book for discussing systems, power dynamics, and social interactions between us complicated, uncertainty-avoiding humans. I appreciated the simplified terminology that allows for quick identification of these dynamics and was fascinated by how broadly applicable they were (I'm reading this for business reasons, but its potential impact is much farther-reaching). My only critique is that I felt it was a bit repetitive.
March 9, 2021
Not a bad book to have in your leadership and organizational structure reading. It is a little dense and not the most approachable book.
February 1, 2022
This was a textbook for one of my courses. This was not one of my favorite reads.
September 20, 2014
A great read for anyone starting to think about systems and organizational life, though a bit simplistic for those more advanced in the subject. The book's unorthodox style is a welcome change and certainly worth experiencing, if only to provide a model for communicating academic ideas in a different and creative manner.
June 4, 2009
wow. brilliant. must read again and find more from Oshry.
January 11, 2010
Oshry's theory of Top/Middle/Bottom roles is really useful for thinking about organizations, churches, and larger societal systems.
June 3, 2010
Great book.
July 12, 2025
Fantastic book - applies to both work and family life, bringing a totally different perspective of seeing ourselves in our day to day lives! Invaluable!
January 31, 2015
Quite a unique writing style to help bring to light the highly interpersonal nature of systems work.
June 4, 2012
Currently reading this book, and finding it fantastic.
Displaying 1 - 21 of 21 reviews