The breakthrough research of Murray Bowen that focused on the functioning of entire family systems rather than individual family members has made possible a much more sophisticated understanding of the emotional process that operates at the deepest level in every relationship network, whether it be a nuclear family, a multi-national corporation, or the global family of nations. Bowen called his theory a “natural systems theory” because it was developed on the basis of careful, empirical research into how nature itself governs life processes. Colonies of living beings cluster and function in remarkably similar ways, and the Resilient Leadership model shows leaders A New Way of THINKING about the systems dynamics that drive the organizations for which they have responsibility. Understanding the “natural laws” that we follow in our relationship networks provides a new and unique leverage for leadership initiatives such as driving change efforts, seeking greater efficiencies, reengineering critical work processes, and so forth.

A leader who is thinking systems will respond to symptoms in a more skillful fashion. Rather than rushing to “fix” a problem, the resilient leader will recognize that problems are generally symptoms that provide an invaluable window to learn about the larger system of which they are a part. When he or she is curious about a problem and recognizes it as an opportunity to learn more about the automatic functioning of the system, a leader is positioned quite differently than when he or she is anxiously threatened by it and feels an urgency to come up with a quick fix.

By thinking of problems as symptoms of system-wide phenomena, a leader’s horizons are automatically broadened, and the chance of spotting relevant data is significantly enhanced. Such a leader understands the power of an emotional field over its parts and will focus attention on information that is truly relevant, i.e., the emotional processes at work in the relationship system. That leader is also better equipped to resist being regulated by those same forces, and hence can lead the system in a less reactive, more effective manner. A systems perspective increases the likelihood that a leader’s response will be thought-driven rather than feeling-driven, especially in critical, high-pressure situations.