Date Time Speaker Room
Friday, February 03, 201212:10 PM - 1:00 PM
Jean Tully, Principal


It’s time you became a systems thinker. Given all the roles you’re asked to play, developing and practising the habits of systems thinkers will help you deal with ever-increasing complexity in your organization and the various systems you support.  Find out which 13 habits are vital to you in guiding the organization, and what makes them work.  Explore short-term versus long-term thinking habits, how to take a wider perspective, dealing with unintended consequences and more. 


  • Identify the 13 habits of systems thinkers
  • See how those habits can influence optimal HR support
  • Distinguish systems thinking from more traditional linear thinking, and understand why it’s important
  • Explore the kinds of issues best suited to systems thinking
  • Support the practice of systems thinking in your organization


Jean Tully brings her background as an engineer, an organizational learning and systems thinking expert and teacher and as a world class sailboat racer to her work helping individuals and teams navigate changing environments while improving their operating performance. From her 30 years at HP and 25 years of racing her sailboat at the national and international levels, she has learned that constantly monitoring context, looking for patterns as indicators of change and adapting to changing conditions in the moment are critical to success in environments experiencing constant change and ever-increasing complexity.

As a master designer and facilitator of learning and collaboration, Jean helps others learn to continuously adapt to changing circumstances and increasing complexity by applying insights from lessons learned and anticipating consequences from actions taken. She does this by shining a light on the interaction between individual and group beliefs and assumptions, and the structures inherent in the system, as well as by identifying the system dynamics the larger system supports (e.g., fixes that fail, shifting the burden, accidental adversaries, drifting goals). Jean has an uncanny ability to step into any context, quickly size up the resident strengths and barriers to progress and then work with all levels in the community to address and move past those barriers. Frequently this requires establishing whole new paradigms of operational and personal re-contextualizing for those involved.