Clone of theWay/Introduction

This is a summary version of the theWay model which presents the essence of the overall model though not all the detailed pieces. It was created as a way to get a quick sense of all the pieces at once.Video * ContextLinkedIn, Twitter, YouTubeYou may also request to join the SystemsWiki Slack group by sending an email to SystemsWiki@gmail.com.

This is a summary version of the theWay model which presents the essence of the overall model though not all the detailed pieces. It was created as a way to get a quick sense of all the pieces at once.

Video * Context

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You may also request to join the SystemsWiki Slack group by sending an email to SystemsWiki@gmail.com.

The first step is to define the current situation and why it is considered to warrant attention. How is it presenting itself as a problem.
Relevant stakeholders, influenced or influencing the situation, should become active members of the endeavor. As stakeholders are responsible for the current set of interactions they are the only ones that can create an alternative.
What are the implications if the organization does nothing to address this situation. Does the situation really warrant attention?
Given the current state of technology and resources if the stakeholders could create an ideal alterative what would it look like. This definition continues to sever as the guide that effort uses to maintain focus throughout the effort.
What assumptions were made in defining the situation, the implications and the ideal alternative. Were there any assumptions, which if they were incorrect, that would invalidate the current definitions. We need to be always on the lookout for invalid assumptions for when we act on them the results are pretty much likely to be undesirable.
It's the difference between the current situation and the ideal alternative that represents a gap. And that gap provides an impetus for action to move in a direction that continually closes the gap.
As decisions are made it is essential to continue to ensure the assumptions being made are valid. Decisions made on invalid assumptions are certain to result in unexpected consequences.
Identify those trends which are considered most influential to the manner in which the current situation has evolved over time. These will aid later in sorting out which interactions are most relevant.
Develop a set of relationships which are considered to be associated with the trends identified and the current situation. If there is a question as to whether something is relevant or not include it. It's easier to take them out later than to remember what was considered and omitted.
Develop a model which represents those elements and relations considered to be significantly relevant to the situation. The relations in this model should be capable of producing the trends that were captured.
Identify the boundaries as to which elements and relations are the responsibility of which stakeholders and which influences are outside the responsibility of any of the stakeholders. The influences outside are environmental influences the organization must figure out how to deal with.
Using Donella Meadows "Leverage Points" as a guide determine the new set of relations which will move the situation in the direction of the ideal alternative. This model represents the strategy to be implemented.
This is essentially putting the new model in place step by step according to the plan developed with the strategy.
The new trends are produced by the new model and result in moving the situation in the direction of the ideal alternative. It's appropriate for the Stakeholders to monitor the trends to determine whether adjustments need to be made during and after adoption. As the situation gets closer to the ideal alternative the gap gets smaller and when it reaches zero its done.

View the model in Insight Maker