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 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.
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.
Based on 1990 SDR Article. Control systems act to make their own input match internal standards or reference signals. Competent control systems create illusions of stimulus response causality. Stimulus-response theory can approximate the relationship between disturbance and action, but it can't predict the consequences of behavior. These consequences are maintained despite disturbances.
Investigating the behavior of several variables over time has probably raised more questions than answers. As such now it's time to investigate what else might be influencing the trending of these variables.
This is a definition of the Systems Thinking Interactive Learning Environment (STILE) development process which was used to create Beyond Connecting the Dots (BCtD).
Developing a strategy for dealing with a situation begins with a description of the situation and the preferred state for today, not in some distant future, and the perceived implications of not doing anything.
To this point components which are likely so support aspects of a virtual collaboration have been identified. The question now becomes how does one foster interactions between participants such that there is a definite possibility of producing meaningful results.
From reading Why Politics Makes Us Stupid by Ezra Klein I though I had discovered a new archetype though it's really just a simple reinforcing structure, or so it seems.
There are two basic modes of organizational operation, one founded on the concept of management and one founded on the concept of leadership. These two modes represent very different systemic structures.
