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.
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.
Thoughts on why storytelling is critical for enabling others to understand relationship models once they're developed. This was done for the Learning Community Group at ODU Mar 2019.
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.
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.
Investigations into the relationships responsible for the success and failure of nations. This investigation was prompted after reading numerous references on the subject and perceiving that *Why Nations Fail: The Origins of Power, Prosperity, and Poverty* by Acemoglu and Robinson seem to make a great deal of sense.
There is much we can learn from the development of qualitative relationships models though once we begin to ask questions like how long, how much, when, etc., a qualitative most is not likely to be of much use. The following video demonstrates how, in a very simple goal-seeking structure with delay, depending on the delay, it can be almost impossible to intuit the implications of the interactions with any level of accuracy. The difficulty arises essentially from operating with outdated data. See also Archetypes.
The simple savings account is used to demonstrate the nature of a reinforcing loop. Change the initial amount and interest rate and run the model to see the implications of changing these values.
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.
A Growth and Underinvestment structure is simply an elaborated Limits to Growth structure where the growth inhibitor is part of another Balancing Loop with an external standard and some delay. The real nasty thing about this structure is that the two Balancing Loops form a single Reinforcing Loop which inhibits growth.
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.
Enabling a Better Tomorrow is a systemic approach for developing a systemic strategy which may be employed to intervene in a current situation to effect the desired results while minimizing the likelihood of creating new problems in the process.
Part 2 demonstrates labeling of links as well as putting elements of the model in a folder. A number of previously developed models are also presented to provide an idea of what's possible.
