Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.
A Systems Archetype has a very well defined structure that produces a characteristic pattern of behavior and there are well defined strategies for dealing with the structure.
The intent here is to provide guidance for creating well structured and documented relationship maps that you can share with your audience and they are likely to find understandable and informative.
The limits to action structure endeavors to bring a balance between a current state and a desired state though more often than not there is some limit on the action.
In Leadership & Management: A Structural Perspective I offered some thoughts regarding what happens when typical management and leadership approaches are applied to a hierarchical organization structure. Having continued to consider the nature of these two activities I would now like to offer what I consider to be a systemic perspective. A perspective which differentiates the two based on the structures they foster rather than the particular activities they promote.
The Exponential Growth Archetype is a reinforcing structure which promotes exponential growth. This is one of the two foundation archetypes. The other being the goal seeking structure.
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.
We often set out to solve a problem or accomplish some particular result and things seem to go as planned. As time progresses it seems that progress becomes more and more difficult, if not impossible, and things may actually become worse than when we started. When this happens it is typically a Fixes that Fail structure that's operating.
The limits to action structure endeavors to bring a balance between a current state and a desired state though more often than not there is some limit on the action.
We often set out to solve a problem or accomplish some particular result and things seem to go as planned. As time progresses it seems that progress becomes more and more difficult, if not impossible, and things may actually become worse than when we started. When this happens it is typically a Fixes that Fail structure that's operating.
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.
We often set out to solve a problem or accomplish some particular result and things seem to go as planned. As time progresses it seems that progress becomes more and more difficult, if not impossible, and things may actually become worse than when we started. When this happens it is typically a Fixes that Fail structure that's operating.
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.
We often set out to solve a problem or accomplish some particular result and things seem to go as planned. As time progresses it seems that progress becomes more and more difficult, if not impossible, and things may actually become worse than when we started. When this happens it is typically a Fixes that Fail structure that's operating.
