This model, created in response to the rewriting of the first blog post on the Systems Thinking Certification Course, attempts to map out some of the general relationships making up Systems Thinking. Elements or stuff that we consider important can be increased or decreased, changed in different ways. There are different ways to model this process that are qualitative or quantitative in nature. These changes are influenced by different stakeholders or actors. The interaction of these elements makes for different scenarios that can be seen as analogous to plays. The systems thinking perspective asks us to look at the relationships and processes on a deeper level. 

This model is an attempt to map out a template for a general implementation plan or strategy for the Enabling a Better Tomorrow process for use with New Community Paradigms

Borrowed from STW/STiA Certification program to help develop insights regarding situations of interest to New Community Paradigms. There are a number of things should be considered to ensure a view of the relevant influences.

The difference between complexity and complicatedness.

A representation of the initial perception of the situation associated with Big Box Distribution and it's overly lengthy average accounts receivable.

The model is designed to provide a general understanding of the wear and tear on roads or a community's circulation system as a result of vehicle traffic generated by development within and outside of a community. It is not based on realistic assumptions regarding those impacts, it simply attempts to convey the flow of influence.

This model is intended to profile the relevant stakeholders, their responsibilities and apparent motivations.

There has been an ongoing effort to find a means of making systems thinking accessible and readily adopted by others not familiar with systems thinking. One line of thinking places a good deal of the blame on systems thinkers themselves, the problem is that they have not found a good enough method of explaining it and its benefits yet. 

It's now time for the stakeholders to take the investigation resulting from leverage and craft a strategy which will address the current situation in a manner that is beneficial to the whole system.

This model identifies the boundaries and responsibilities of the various relevant stakeholders.

Now that we have some context for the situation it's appropriate to begin to investigate, though possibly not where you might think. And the investigation is actually a bit hindered because management fired the accounts receivables department. What I'm really interested in is trends as to how things have evolved over time.

Investigating the behavior of several variables over time has probably raised more questions than answers. As such now it's time to investigate what else might be influencing the trending of these variables.

To this point the Situation, Behavior, Model, Stakeholder and Boundary aspects of this situation have been investigated. It is now appropriate to consider the assumptions that have been made to this point and ensure we are on a solid foundation before proceeding to the Leverage and Strategy aspects are considered.

It is now appropriate to investigate the possible leverage points for the current situation in an attempt to understand the most appropriate components for the strategy.

This model is based the the New Learning Inhibited/Breaking the Cycle model http://insightmaker.com/insight/7018 It expands upon that model and integrates to a greater extent some of the concepts raised by Argyris, "Teaching Smart People How To Learn" 

It's now time for the stakeholders to take the investigation resulting from leverage and craft a strategy which will address the current situation in a manner that is beneficial to the whole system.

Systems Archtypes

Un modello per l'effetto di alcuni fattori (T, pH, aW, conservanti) e della competizione/amensalismo sulla crescita di una comunità microbica semplificata (Listeria monocytogenes, Latilactobacillus sakei) negli alimenti.

This model incorporates the Accounts Payable Examples revised from the STW/STiA Certification program for use with New Community Paradigms

Thinking about systems

This is a revised version of the Insight Maker Model 605  Jackson's System of Systems Methodology (SOSM) framework for New Community Paradigms

Complexity in the form of Wicked Problems or Challenges is one of the major afflictions facing our communities. This Causal Loop  Diagram is intended to demonstrate how a system of community governance could go off track resulting in a municipal government which maintains power despite not meeting the needs or desires of most its constituents. It also demonstrates the difficulty in communicating this to the average community member as the system is not designed for clear communications. The community member has difficulty in getting a clear picture of the system and even has even greater difficulty in seeing any resolution.

This model is an attempt to map out a template for a general implementation plan or strategy for the Enabling a Better Tomorrow process for use with New Community Paradigms

Clone of the Systems Thinking Certification program Leverage model. There exists a well defined set of possible ways to alter an existing set of interactions. Each of these alterations will produce a particular effect depending on the relations the change is relative to. Identifying which are possible and which will migrate the interactions to produce the desired situation is the essence of the strategy.