-21 Figure 2: Iceberg The iceberg metaphor is helpful for not getting caught up only in those aspects of a situation that are visible: the concrete events and outcomes, the formal structures, the operational procedures. While these are obviously important, the whole picture of a problem cannot be understood without seeing the important factors which contribute to its existence and perpetuation that are not visible at first sight. So, in addition to the events and outcomes (What happened?), the trends and patterns that consist of repeated/linked events and outcomes (What’s been happening) need to be looked at. At a deeper level then, non-formal structures, power dynamics and mental models come into focus, as they have great relevance to ‘organizational realities’. In particular, systemic thinking stresses the need to understand organizational culture in an adequate way. Culture can be seen as “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems”.31 31. Edgar Schein, Organisation Culture and Leadership (3rd edn, Wiley 2017) 17 [hereinafter: Schein]. Emphasis added. Systemic Thinking in Preventive Human Rights Monitoring