Perspective Models

These models and simulations have been tagged “Perspective”.

 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.  Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  

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.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

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9 9 months ago
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. @ LinkedIn ,  Twitter ,  YouTube
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.
9 months ago
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. @ LinkedIn ,  Twitter ,  YouTube
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.
3 7 months ago
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. @ LinkedIn ,  Twitter ,  YouTube
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.
9 months ago
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
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.   Video    And? It's All Connected    Facebook ,  LinkedIn ,  Twitter ,  YouTube
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.
 A Fixes that Fail structure is one where the applied fix makes things better for a while and then things go awry.     An element of The Perspectives Project at  Fixes that Fail Archetype  at SystemsWiki.org
A Fixes that Fail structure is one where the applied fix makes things better for a while and then things go awry.

An element of The Perspectives Project at Fixes that Fail Archetype at SystemsWiki.org
 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.  Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  

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.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

The Limits to Growth Archetype demonstrates the manner in which initial growth may be slowed over time by a limiting factor.     Understanding Relationship and Their Implications: The Essence of AND?
The Limits to Growth Archetype demonstrates the manner in which initial growth may be slowed over time by a limiting factor.

 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.  Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  

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.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

The Exponential Growth Archetype is one of the two foundation archetypes. The other being the goal seeking structure.     Understanding Relationship and Their Implications: The Essence of AND?
The Exponential Growth Archetype is one of the two foundation archetypes. The other being the goal seeking structure.

 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 Fix

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.

 An escalation structure results from two or more competing entities with the competition taking them to somewhere none of them want to be.    Context

An escalation structure results from two or more competing entities with the competition taking them to somewhere none of them want to be.

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.    An element of The Perspectives Project at  Limits to Action Archetype  at SystemsWiki.org
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.

An element of The Perspectives Project at Limits to Action Archetype at SystemsWiki.org
 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 Fix

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.  Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  

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.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

 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 Fix

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.

Two goal seeking structures attempting to resolve and based on the delay one may tend to settle for less.  Context
Two goal seeking structures attempting to resolve and based on the delay one may tend to settle for less.
 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.  Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  

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.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

 A Fixes that Fail structure is one where the applied fix makes things better for a while and then things go awry.     If you find these contributions meaningful your  sponsorship  would be greatly appreciated.
A Fixes that Fail structure is one where the applied fix makes things better for a while and then things go awry.

If you find these contributions meaningful your sponsorship would be greatly appreciated.
All you wanted to do was put a bird feeder in your yard to attract birds and make for a more pleasant morning. And...
All you wanted to do was put a bird feeder in your yard to attract birds and make for a more pleasant morning. And...
Two goal seeking structures attempting to resolve and based on the delay one may tend to settle for less.  Context
Two goal seeking structures attempting to resolve and based on the delay one may tend to settle for less.
There are about a dozen known systems archetypes with an interesting set of relationships among them.  Context
There are about a dozen known systems archetypes with an interesting set of relationships among them.
 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 Fix

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.