Maybe this makes sense in terms of how to access past values in Insight Maker.

New Learning tend to reduce Outdated Thinking, Communicating & Learning though our Outdated Thinking, Communicating & Learning inhibits new learning. The question is then how do we break this cycle. Adopted from "An Introduction to Systems Thinking with STELLA" by Barry Richmond.

Initial causal loop diagram for the influences leading to the acceptance of Systems Thinking. This is the evolving version. You can compare this with IM-1948, which is the original, if you wish.

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A simple Susceptible - Infected - Recovered disease as a stock and flow model.

Simple bathtub model to show the difference between Stock and Flow. Run the model with various values for filling and draining to see the implications.

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A Conveyor is just a special type of a stock.

The limits to results structure endeavors to bring a balance between a current state and a desired state though more often than not the action is limited by some constraint.  See also Archetypes.

It's relatively well understood that you can't be all things to all people. Somewhere one has to make choices. An Attractiveness Principle Systems Archetype is essentially a Limits to Growth Systems Archetype with multiple limits, all of which can not be addressed equally.

This model is an attempt to understand the interactions within an economy in an attempt to determine where the leverage points are to stimulate an economy.

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This is a segment of Simulation with Insight Maker.

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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. See also Archetypes.

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

Video

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Strategy is simply an idea as to how to move the current situation to the desired situation though it is seldom simple by any means. If the strategy is to be successful how numerous elements will be able support each other through the transition must be defined.

This is just a sample to use for describing the Scratchpad feature in Insight Maker.

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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.

The limits to results structure endeavors to bring a balance between a current state and a desired state though more often than not the action is limited by some constraint.  See also Archetypes.

The delays associated with adjusting the shower is a very common example of the Balancing Loop with Delay Systems Archetype.

This model depicts the interactions of Aesop's Fable "The Boy Who Cried Wolf."

One of the four basic model forms presented by Hannon & Ruth in Dynamic Modeling.

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It's relatively well understood that you can't be all things to all people. Somewhere one has to make choices. An Attractiveness Principle Systems Archetype is essentially a Limits to Growth Systems Archetype with multiple limits, all of which can not be addressed equally. See also Archetypes.

OK, we have a problem. Yet, do we really know what the problem is? More often than not we look at the symptoms, consider them the problem and attempt to fix them. This actually dooms us to failure because they're only symptoms.

Success to the successful archetype represents two reinforcing structures which may be in a delicate balance though as soon as one gains a small advantage the resource allocation favors the more successful and the result is then rapidly skewed in the direction of the more successful. See also Archetypes.

Once the strategy is developed the relationship model must evolve to represent that implementation appropriately sequenced.

Out of Control is one of the four generic archetypes developed by Eric Wolstenholme and maps to the Fixes that Fail, Accidental Adversaries, Shifting the Burden and Addiction Systems Archetypes.

SystemsWiki's Musings