Systems intelligence (SI) (Saarinen and Hämäläinen, 2004) is a construct defined as a person's ability to act intelligently within complex systems involving interaction and feedback. SI relates to our ability to act in systems and reason about systems to adaptively carry out productive actions within and with respect to systems such as organizations, family and everyday life. This paper develops an inventory to measure the SI construct. Methodology A combination of exploratory and confirmatory factor analysis using data from self-report questionnaires is used. Findings Eight factors labeled Systemic Perception, Attunement, Attitude, Spirited Discovery, Reflection, Wise Action, Positive Engagement, and Effective Responsiveness are identified as the main components of SI. SI has associations with Emotional Intelligence but also captures additional dimensions. People in supervisor positions are found to score higher in a number of the SI factors. Originality/value A new measure is developed to evaluate and develop our ability to succeed in systemic contexts. It is suggested to be particularly applicable in organizational contexts. This measure is directly related to the original core disciplines of the learning organization as described by Senge (1990), in particular personal mastery and systems thinking.

We discuss Systems Intelligence (SI), a competence related to one's ability to succeed in wholes, i.e., in systemic settings which are complex and challenging. There is special emphasis on social systems and people skills. We believe this competence needs to be included in the skillset of engineers in a modern society. The SI competence can be measured and developed, and it relates to the skillset for professionals suggested by the World Economic Forum in 2016.

We introduce and validate the Organizational Systems Intelligence (OSI) scale, a measurement tool for learning organization, and propose the scale as a useful tool for human resource development (HRD) at the individual level. The scale complements the operationalization of Senge's "Five Disciplines" of the learning organization. OSI provides a new perspective that links employees' perceptions of various seemingly mundane everyday practices with the organizationally desirable effects of a learning organization. The model suggests developmental perspectives that highlight micro-level behavioral, informal, interactional, and accessible-to-all aspects of the learning organization as a route to improvement. Operating in the vernacular and focusing on human experience in organizations, the OSI perspective points to improvement possibilities in and among people in contrast to structural manager-level constructs. It contributes to HRD literature that explores developmental outcomes and theoretical understanding from human experience in contrast to rank, status, structure, or hierarchy. With its bottom-up logic as an operationalization of the Sengean learning organization as a form of applied systems thinking, the model introduces an employee-level perspective of systems thinking in action into the field of HRD. It is

Purpose This study aims to introduce the perceived systems intelligence (SI) inventory, developed based on the earlier published self-report SI inventory (Törmänen et al., 2016). It can be used together with earlier managerial level tools for building a learning organization and included in general 360-style evaluations in personnel development. Design/methodology/approach The inventory is validated with confirmatory factor analysis with a model based on the self-report SI inventory, using data from full-time used employees and managers in the USA and UK. Perceived SI factor scores are correlated with the perceived study performance of the individual. Findings The perceived SI inventory is found to have good factorial validity, and it correlates strongly with evaluations of perceived study performance. Managers perceived high in performance are also found to score high in perceived SI. Perceived SI does not depend on gender, age, organization size or industry. Originality/value The perceived SI inventory is the first personnel level peer evaluation tool suggested for developing learning organizations. The new inventory makes peer evaluations possible and provides a new grassroots level tool for personnel development programs in learning organizations.

Systems intelligence (SI) takes systemic, an employee-level, pragmatic, bot-tom-up, behavioral and interactional approach to organization. A goal of this research is to explore relation between SI and both perceived performance of organization and wellbeing. We conducted a survey with health care and ed-ucation organizations. Organizational Systems Intelligence (OSI) correlated positively with perceived performance of organization, work engagement, mental work ability, and negatively with perceived stress. In addition, per-ceived performance had stronger correlation with OSI than wellbeing measures. This research underlines importance of addressing SI as a part of human resource development in organizations.