Why few organizations adopt systems thinking

I frequently talk to groups of managers on the nature of systems thinking and its radical implications to management. In doing so I use several case studies involving prominent American corporations. At the end of the presentation I am almost always asked, "If this way of thinking is as good as you say it is, why don't more organizations use it?" It is easy to reply by saying that organizations naturally resist change. This of course is a tautology. I once asked a vice president of marketing why consumers used his product. He answered, "Because they like it. " I then asked him how he knew this. He answered, "Because the use it. " Our answer to the question about failure of organizations to adopt systems thinking is seldom any better then this. There be many reasons why any particular organization fails to adopt systems thinking but I believe there are two that are the most important, one general and one specific. By a general reason I mean one that is responsible for organizations failing to adopt any transforming idea, let alone systems thinking. By a specific reason I mean one responsible for the failure to adopt systems thinking in particular. First,