This model is derived from the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. See Insight 1899 for a simulation of this model.

Introduce the concept of modeling and simulation.

When the relevant interactions are identified it's appropriate to identify which elements are the responsibility of which stakeholders, which elements are part of the addressable interactions and which elements are part of the environment.

Introduce the concept of modeling and simulation.

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.

Joe P. is currently managing a project that's behind schedule and he's experiencing substantial pressure to get the project back on track.

Because our problem solving approaches in today's reality don't produce very good solutions we end up continually dealing with unintended consequences which make the original problem worse or create new problems to be dealt with.

Depicts a behavior over time graph.

There exists a well defined set of possible ways to alter an existing set of interactions. Each of these alterations will produce a particular effect depending on the relations the change is relative to. Identifying which are possible and which will migrate the interactions to produce the desired situation is the essence of the strategy.

If we pay close attention to our actions and the typical outcomes of those actions it would be evident that there are frequently occurring patterns that develop. And there is a relation between the patterns.

New Learning tend to reduce Outdated Thinking, Communicating & Learning though our Outdated Thinking, Communicating & Learning inhibits new learning.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.

If we are to develop a strategy for dealing with a situation we must first understand what has caused the situation to be the way it is. If we don't know why it is the way it is then any action we take is little more than meddling and unlikely to produce the desired result.

A description of how Systems Thinking World came to be and where it's seems to be heading at present. There is a video for this at About Systems Thinking World

A quick set of examples for creating a simulation in Insight Maker.

A quick example for creating a simulation in Insight Maker.

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

When endeavoring to develop an understanding of the nature of something it is generally useful to create a model of some type to aid in surfacing that understanding.

When endeavoring to develop an understanding of the nature of something it is generally useful to create a model of some type to aid in surfacing that understanding.

There exists a well defined set of possible ways to alter an existing set of interactions. Each of these alterations will produce a particular effect depending on the relations the change is relative to. Identifying which are possible and which will migrate the interactions to produce the desired situation is the essence of the strategy.

Introduce the concept of modeling and simulation.

The model construction process is actually a balancing loop which endeavors to employ an abstract version of real events to form a model which produces conclusions and behavior which mimic the real events.

Introduce the concept of modeling and simulation.

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.

When we're trying to understand a situation it is often very helpful to have a sense of the historical trends of several dimensions relevant to the situation.