Implementing Systems Thinking in the Public Sector

“Systems thinking changes you – it changes how you think, how you see the world, and how you interact with it. Once you start thinking in systems, you can’t go back; it’s like seeing everything through a new lens.” Carolina Cullington, Systems Thinker.

The JGA Group’s Systems Thinking Apprenticeship (Level 7) is a pioneering programme designed to equip strategic leaders with the tools, behaviours, and skills needed to tackle complex workplace challenges. With a strong emphasis on practical application, the programme is particularly beneficial in public sector contexts such as the NHS, where managers face intricate, systemic issues requiring holistic solutions.

Programme Overview

The Level 7 Systems Thinking Practitioner Apprenticeship is a master’s degree-level programme. Participants are trained in methodologies such as Critical Systems Heuristics, Viable Systems Modelling, System Dynamics and Soft Systems Methodology, which support analysis and intervention in complex situations. What makes the programme design special is that it focuses on practical application in the workplace rather than theory.

Carolina Cullington, Systems Thinking Tutor, has a diverse background – from software engineering to systems thinking consultancy – which gives her a unique perspective on problem-solving. Carolina’s journey into Systems Thinking was born from frustration with the limitations of traditional approaches to problem solving. Discovering systems thinking “blew her mind,” she found it offered an effective way to address the root causes of problems, rather than focusing on their symptoms. This passion and experience drives her teaching approach; simplifying complex theories into digestible concepts and skills to put easily into practice and opening her student’s minds to taking on challenges creatively while reflexively taking into account their own impact as embedded parts of the systems and situations they live and work in.

Seeing Differently: A New Perspective for Learners

One of the most profound impacts of the Systems Thinking Practitioner apprenticeship is to encourage participants to shift from a linear, cause-and-effect mindset to a more holistic, interconnected systems-based approach. The change in perspective doesn’t only change workplace situations, it changes how we think and can fundamentally change how we perceive ourselves in our whole lives. Systems thinking helps learners to begin to see the interconnectedness of issues within their organisations and wider environment.

The inability of leaders to understand the root causes of problems is often cited in enquiry reports into “where it’s gone wrong” issues. Systems thinking, by broadening apprentices’ view, enables them to identify and understand the underlying structures and feedback loops that contribute to organisational challenges. Learners move beyond surface-level solutions and address the root causes of problems.

Application in the NHS

The NHS is a complex adaptive system. It presents unique challenges well-suited to systems thinking. Managers in the NHS navigate a labyrinth of policies, stakeholder interests, and operational demands, often under significant pressure to deliver outcomes. The systems thinking approach taught by The JGA Group, enables leaders to broaden focus, considering all the internal and external elements of a problem and their interconnections.

Ellisse Grint, of the NHS, reflects on the value of systems thinking: “In the NHS, you see problems all the time,” says Ellisse. “We tend to jump into solutions and invariably they don’t work. Systems Thinking is about taking a step back, working collaboratively with systems and across departments.”

She also highlights the practical application of the apprenticeship:

“It has been so rewarding to learn new skills and how they can be applied to the NHS. I have been working on a project using Systems Thinking to look at the working experience of disabled staff within the NHS, looking behind the data to understand why they have a worse working experience.”

Finally, Ellisse emphasises the broader impact of the programme on her career:

“We tend to forget that apprenticeships are an option at masters degree level. This has helped me to move forward in my career. It has been wonderful to get different views from the rest of the cohort and interact across regions. You start to build your network up and get to learn from people that you would never have met if you weren’t studying.”

Louise, another NHS apprentice, describes the apprenticeship experience:

“Apprenticeships are an excellent opportunity for all grades of staff in all areas. They allow for deep learning in the area that you’re working in, so it is applicable from day one. The off-the-job element of the apprenticeship only enhances the work that you do in the day job because you have the time to stop and think about how new learning can be applied. The Systems Thinking Practitioner apprenticeship is giving me a whole new toolkit of options when approaching my work, and I am thoroughly enjoying the experience with JGA.”

Carolina, has highlighted the importance of this approach in the NHS, commenting “Managers within the NHS are increasingly required to make decisions based on holistic information. Through the apprenticeship, they learn to engage with diverse stakeholders, understand different perspectives, and drive innovation across the organisation.”

Case Study: Kent County Council

A prime example of the programme’s impact is Sharon McLaughlin, Engagement and Operations Manager at Kent County Council. Sharon’s work involved restructuring a centralised business support team and managing SEND (Special Educational Needs and Disabilities) services. Using the systems thinking tools from the programme, Sharon empowered her team to design a more efficient support system, significantly improving service delivery and job satisfaction.

Sharon’s ability to "see differently" allowed her to identify inefficiencies in the existing system and reimagine how services could be delivered more effectively.

Reflecting on the impact of the apprenticeship, Sharon stated, “Systems thinking didn’t just change how I approached my work—it transformed how I understand and interact with the whole system. I was able to empower my team to create real, lasting change.”

Sharon also reflects on the importance of systems thinking in achieving meaningful results, stating, “A typical way of dealing with a problem is to look for efficiencies and deliver what is the quickest way to get from A to B. But that linear, command-and-control way of thinking often falls short in demonstrating impact and outcomes. Using systems thinking, I was able to sell the benefits and value of this approach, showing how it can deliver not just efficiencies but genuine improvements for our citizens.”

She applied systems thinking to transform the SEND inquiry hub from a reactive call centre into a proactive information service. This change reduced the demand for special school placements by providing families with the guidance they needed earlier, to help prevent issues from escalating.

Reflecting on her approach to addressing the root causes of challenges within SEND services, Sharon noted, “I took the space to think about what the root cause is for families’ displeasure and the driver behind the increasing number of Education & Health Care Plan requests. By engaging with stakeholders and particularly with families, I discovered that earlier intervention - providing information, advice, and guidance earlier in their journey - proved crucial in changing their experience and reducing the demand for EHCPs.”

Sharon credits JGA’s programme design for helping her see beyond traditional solutions, enabling her to implement changes that had a real, positive impact on both staff and service users.

Impact: Making Genuine Change

The success stories from participants like Elisse and Sharon underscore the programme’s potential to revolutionise public sector management and improve outcomes across the board.

Apprentices are better able to:

  1. Identify Root Causes: instead of treating symptoms, learners can uncover the underlying issues that need to be addressed to create sustainable change.
  2. Improve decision-making: by shifting from linear thinking to a more systemic approach, participants can make more informed, effective decisions.
  3. Engage Stakeholders Effectively: the course emphasises the importance of understanding and involving all relevant stakeholders, leading to more inclusive and widely supported solutions.
  4. Implement Innovative Solutions: with a broader perspective, learners are empowered to think creatively and develop innovative strategies, approaches and models that address complex challenges.
  5. Real-world application: the programme has a practical focus (no ‘dusty academics’ here)! Learners immediately apply what they’ve learned, driving innovation and efficiency in their organisations.

To find out more about our Systems Thinking Apprenticeship and how Systems Thinking is being used in the public sector, please watch the video above taken from a recent webinar featuring Sharon McLaughlin, Bee Dalrymple and Carolina Cullington.