How shared epistemological systems transform knowledge work by sorting real knowledge from pseudo-knowledge and nonsense
Transform how your organization defines and uses knowledge to drive better strategic decisions and organizational alignment.
Make better strategic decisions by understanding how different knowledge frameworks affect organizational outcomes and team alignment.
Align teams around shared understanding of what counts as real knowledge, reducing conflicts and improving consensus.
Develop product strategies that are grounded in real knowledge rather than assumptions, leading to better product decisions and stakeholder alignment.
Develop better product strategies by distinguishing between real knowledge and pseudo-knowledge in your decision-making process.
Align stakeholders effectively by creating shared epistemological frameworks that everyone can understand and agree upon.
Automate and streamline knowledge work processes. Traditional knowledge management approaches are time-consuming and operationally intensive—our systems thinking approach ensures fast, secure, and effective knowledge sharing for both teams and organizations.
Build knowledge systems that teams can use instantly, eliminating confusion and reducing time spent on knowledge discovery and validation.
Create frameworks that automatically distinguish between real knowledge and pseudo-knowledge, reducing manual review and improving decision quality.
Systems thinking is the critical capability that separates tactical problem-solvers from strategic leaders. This course is designed for professionals who recognize that today's complex challenges require a fundamentally different approach—one that sees connections, patterns, and leverage points others miss.
Understand and apply systems thinking frameworks to analyze complex organizational challenges and identify root causes rather than symptoms
Identify leverage points where small interventions can create significant, sustainable change across the organization
Apply systems archetypes to recognize and address recurring patterns of behavior in organizational dynamics
Build cross-functional collaboration by understanding interdependencies and stakeholder perspectives
Recognize and leverage feedback loops, time delays, and non-linear relationships in organizational systems
Develop mental models and mapping techniques to visualize complex systems and communicate them effectively to stakeholders
Design interventions that account for unintended consequences and create sustainable organizational change
Use systems thinking tools to improve strategic decision-making and long-term planning processes
Develop critical competencies for executive leadership in complex environments
There are 5 modules in this executive program (including 1 pre-course module)
Build your understanding of systems fundamentals and why traditional linear thinking often fails in complex environments
The rise of knowledge workers and limitations of current management approaches
Book (Selected Chapters)
Chapters 1-5: Introduction to systems thinking and learning organizations.
There are 5 modules in this executive program (including 1 pre-course module)
Explore the fundamental distinction between having information and truly understanding systems and their dynamics.
Contrasting knowledge versus understanding in personal and organizational contexts
Live Session
Deep dive into how knowledge differs from understanding, and why this distinction matters for effective decision-making and problem-solving.
Why understanding is critical for effective action and problem solving
Live Session
Examine case studies where understanding systems dynamics enabled breakthrough solutions that knowledge alone could not provide.
Develop awareness of your own knowledge limitations and learn to recognize when confirmation bias is influencing your thinking.
What does it mean to be epistemically humble?
Live Session
Introduction to epistemic humility and its importance in systems thinking and organizational learning.
Practical exercises in recognizing and overcoming confirmation bias
Live Session
Hands-on exercises to identify confirmation bias in your own thinking and develop strategies to overcome it.
Learn why unlearning false knowledge is a prerequisite for genuine learning and organizational growth.
The necessity and process of unlearning
Live Session
Explore why unlearning is essential and develop practical approaches to identify and shed pseudo-knowledge.
Experiments: Identifying pseudo-knowledge in your work context
Live Session
Workshop session where participants identify and challenge pseudo-knowledge in their own organizational contexts.
Learn to design organizational cultures that support shared understanding and genuine consensus.
How shared systems create genuine consensus and lasting agreements
Live Session
Examine how aligned epistemological frameworks enable teams to reach true consensus rather than surface-level agreement.
Frameworks to build shared knowledge culture in your organization
Live Session
Practical frameworks and tools for building a culture that values and supports shared epistemological systems.
Join the next cohort and develop the systems thinking capabilities that top executives use to navigate complexity.
Learn from an experienced practitioner with decades of systems thinking application
Founder and CEO, SDLC.Works | Creator, SystemsWay School of Leadership and Management
Manish Jain is an Applied Organizational Theorist driven by one haunting question: Why do people design systems in which they themselves suffer? His search for answers revealed a shocking truth: while every methodology sold to corporations is based on Systems Thinking, everyone sells methodology but not the thinking that should go along with it. His journey began with a simple yet profound question: Why do people suffer in systems they themselves have created? The inquiry extended to why employees complain about workplace systems they helped develop, and why citizens are dissatisfied with their country's systems. Despite having the power to fix these systems, people often experience issues like poor quality, low productivity, and failed projects — almost as if sabotaged by outsiders. Manish realized the root lies in a fundamental misunderstanding of how systems work. People instinctively create systems but often fail to understand their dynamics. He established SystemsWay to help people learn how to design, operate, and manage the systems they are a part of.
We have been working with clients around the world
"This course fundamentally changed how I approach strategic decisions."
Michael Chen
Chief Strategy Officer
"I now see the interconnections in my organization that I was blind to before."
Jennifer Rodriguez
VP of Operations
"Learning alongside other executives provided perspectives I would never have gained otherwise."
David Okonkwo
Executive Director
"The tools and frameworks I learned have become essential to our leadership team."
Lisa Thompson
CEO
"A transformative experience that every leader should have."
Robert Martinez
Managing Director
"The practical applications made complex concepts immediately actionable."
Sarah Kim
COO
"This course fundamentally changed how I approach strategic decisions."
Michael Chen
Chief Strategy Officer
"I now see the interconnections in my organization that I was blind to before."
Jennifer Rodriguez
VP of Operations
"Learning alongside other executives provided perspectives I would never have gained otherwise."
David Okonkwo
Executive Director
"The tools and frameworks I learned have become essential to our leadership team."
Lisa Thompson
CEO
"A transformative experience that every leader should have."
Robert Martinez
Managing Director
"The practical applications made complex concepts immediately actionable."
Sarah Kim
COO
Have questions? Find answers to common inquiries about the course.
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