Learning to Think in Circles

Abstract

The authors argue managers should rely more on the circle metaphor as a means to understand how individual “micromotives” relate to organizational “macrobehavior.” The chain metaphor has a long history, serving as a prominent, and useful, tool for simplifying and relating processes. Its dominance has left many of us not knowing how-to think in circles, not wanting-to think in circles, and not being able-to think in circles. To overcome these barriers, they offer a methodology of sketching to learn to think in circles and to see things we otherwise would not see at all—making invisible hands visible. They discuss the importance of recognizing how the design of organization structures and systems can constrain our ability to think in circles and promote potentially harmful cognitive inertia. Two opportunities to practice thinking in circles are presented: organizational distortions of information and failure of student group projects to enhance learning at their college.