Systems Thinking finds its greatest benefit in helping is distinguishing high- from low-leverage changes in highly complex situations.
In effect, the art of systems thinking lies in seeing through complexity to the underlying structures generating change. Systems Thinking does not mean ignoring complexity. Rather it means organizing into a coherent story that illuminates the causes of problems and how they can be remedied in enduring ways.
The increasing complexity of today's world's leads many managers to assume that they lack information they need to act effectively. I would suggest that the fundamental "informational problem" faced by many managers is not too little information but too much information. What we most need are ways to know what to focus on and which ones to pay less attention to - and we need ways to do this which can help groups or teams to develop shared understanding.
Peter Senge, "The Fifth Discipline", 1st Edition, pg 128