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.
21st Century Systems Thinking Skills as depicted b Viktor Vojko. Adapted from Systems thinking: critical thinking skills for the 1990s and beyond by Barry Richmond.
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.
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.
There are limits to what one can infer from a qualitative model. It is typically beyond the capacity of humans to infer the behavior of complex situations with 2 or more feedback loops.
Purpose: Employ the Mono Lake model adapted from "Modeling the Environment" by Andrew Ford as a basis for developing a set of guidelines to support asynchronous multi-user model development.
Mono Lake is an ancient inland sea on the eastern side of the Sierra Nevada. From a policy point of view Mono Lake is the story of how a handful of people began a campaign to save a dying lake.
10.06.04 v1.0 created and documented by Bellinger. Initial problem with the reference mode has been fixed.
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.
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.
A small change in one variable can have a marked impact on multiple variables. Run the model (with height=0) and consider the output. What happens if you change to height=5. Run the model to find out. Was the change what you expected?
Our actions are based on our beliefs and the results of those actions are the basis for our beliefs. The difficulty we create for ourselves is that we make assumptions as to how to interpret the results we select based on our beliefs. As a result we are often operating on a flawed perspective of reality.
In addition to identifying the relevant stakeholders it is essential to understand which elements of the situation are relevant to which stakeholders. Often this is quite apparent and at times it's not so obvious.