Systems Thinking
See the connections, not just the parts.
Explanation
Systems thinking means looking at how all the parts of a situation connect and influence each other, rather than trying to understand each piece in isolation. When you change one part of a system, other parts react in ways that might surprise you. Most problems that seem like 'people problems' are actually system problems—the structure and incentives that shape behavior.
Real-World Example
Adding more developers to late project makes it later (Brooks' Law)—communication overhead exceeds productivity gain. Lowering prices increases sales but trains customers to wait for sales, decreasing future sales. Antibiotics kill bacteria but also create resistant bacteria, making future infections worse.
How to Apply
Map the system: What are the parts? How do they connect? What are the feedback loops? Where are delays? What could cascade? Before changing anything: What else will this affect? Who else will react? What behavior does this incentivize? Small changes in complex systems can have huge effects.