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 752 for a causal loop version of this model.

Fixes that Fail Systems Archetype Stock & Flow Diagram.

As long as A and B are equally successful everything will remain stable. Though if either A or B receive more resources than the other, or A or B is more successful than the other, the imbalance will result in greater success of A or B accordingly and promote even more success of the one that demonstrates greater success.

The interaction of a population of Moose and Wolves.

Diagram from a paper by James B. Rieley entitled "The Euro Financial Crisis: Making Sense of the Mess".

Based on a sound realization of reality we need an effective approach to dealing with situations which promotes the requisite understanding to develop a strategy that deals appropriately with the situation. A strategy which also is explicitly designed to minimize unintended consequences and puts in place responses to them should they arise.

The interaction of a population of Moose and Wolves.

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

There are about a dozen known systems archetypes with an interesting set of relationships among them. Watch Video

Introduce the concept of modeling and simulation.

This model is based the the New Learning Inhibited/Breaking the Cycle model http://insightmaker.com/insight/7018 It expands upon that model and integrates to a greater extent some of the concepts raised by Argyris, "Teaching Smart People How To Learn" 

This model is an attempt to map out a template for a general implementation plan or strategy for the Enabling a Better Tomorrow process for use with New Community Paradigms

The interaction of a population of Moose and Wolves.

A Tragedy of the Commons situation exists whenever two or more activities, each, which in order to produce results, rely on a shared limited resource. Results for these activities continue to develop as long as their use of the limited resource doesn't exceed the resource limit. Once this limit is reached the results produced by each activity are limited to the level at which the resource is replenished. As an example, consider multiple departments with an organization using IT resources, until they've exhausted IT capacity.

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.

The interaction of a population of Moose and Wolves.

There are four relevant boundaries associated with the Network Magic situation.

The interaction of a population of Moose and Wolves.

The interaction of a population of Moose and Wolves.

Part 1 demonstrates Picture primitives and Links to create representations of interactions. These are made visually attractive because the Picture primitives are overlayed with images.

The causal loop form for a balancing loop.

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.

Insight Maker is completely web based making it easy to develop and share models, allows concurrent multi-user editing, and just happens to be FREE, which a pretty good feature/price ratio.

Introduce the concept of modeling and simulation.