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Argetipe soos waargeneem in gemeentes

Argetipe soos waargeneem in gemeentes. GDN- Communitas Feb 2009 Frederick Marais. L. Leverage and learning. H. Do we understand the structure of our problems?. Events & Symptoms (tyranny of the urgent). Patterns over time (trends & forecasts). The structure at work

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Argetipe soos waargeneem in gemeentes

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  1. Argetipe soos waargeneem in gemeentes GDN- Communitas Feb 2009 Frederick Marais

  2. L Leverage and learning H Do we understand the structure of our problems? Events & Symptoms (tyranny of the urgent) Patterns over time (trends & forecasts) The structure at work Variables and their dynamic causal interplay. (Causes patterns and events) Systems Thinking involves - looking at all 3 levels

  3. It acts (causes) and is acted upon (caused) • Noun or noun phrases (the name of something) • Neutral • Can vary (up or down) • Not action words (verbs) • Level of motivation • Number of complaints • Amount of resources • Test: Can I make a time plot of it? Variable • A arousal relationship, not a process step • Only points one way ― causality works in only one direction affects Link B A OR Changes in Changes in will produce B A A • Systems Thinking is thinking in loops rather than straight lines • Basic premise: Parts of a system are all connected directly or indirectly ― therefore a change in one will ripple out to affect all the others. The effect of this is to eventually ripple out and return to the original variable. Feedback loop B C D Basic language in System Thinking

  4. Acme Co - The Two Views What’s the difference? Traditional view Systems Thinking view Many problems, few solutions (80/20 principle) Causal thinking We have the solutions to our own problems Qualitative One problem, one solution Linear thinking Someone else knows better - best practices/benchmarks Quantitative

  5. Acme Company - One View • Problems • Billing Errors • Late deliveries • Excessive sales time on new accounts • Systems poorly used • Solutions • Rewrite billing manual & retrain • Install auto-mated delivery routing system • Create new account policies • Develop new systems and documentation Sales Effort on New Accounts Billing errors & Delivery problems Profitability Time Trends

  6. Acme Company - One View Sales Effort on New Accounts Billing errors & Delivery problems Profitability Consultants start Consultants finish Time Trends

  7. Acme Company - One View Sales Effort on New Accounts Billing errors & Delivery problems Profitability Consultants start Consultants finish Time Trends

  8. Fixes that backfire

  9. Fixes that backfire Ds ontvang tyd vir verposing + + Ontvanklik vir hulp van buite Gereedheid v ds vir proses in gemeente Ds se energievlakke - - + Ds se funksionering in gemeente R Ds se werkslading + - + Gemeente se tevredenheid met bediening Druk op kerkraad + + + Gesprek met gemeente +

  10. Die rooi pyle is die b-loop wat die r-loop omdraai • Die aanvanklike R loop loop hom in ‘n B loop van onverwagse uitkomste vas • Wat op sy beurt die R-loop omdraai in ‘n vicious sirkel • En so word goed bedoelde hulp ‘n nadeel vir die gemeente

  11. Limits to Success

  12. Limits to Success Sad but true, nothing grows forever. What often happens with a reinforcing structure is that there are limits to growth, which have not yet kicked in. If you know where they are, maybe you don’t have to run into them, or, at least, avoid them as long as possible. Virtuous Cycle Limiting Process

  13. s Druk op bronne B o Energie van leieskap s Limits to Success If we can do it, so can they. s Dinamiese leierskap Groei in die gemeente R Translates to this behavior over time….. s

  14. Limits to Success

  15. Exercise: Limits to Success

  16. Accidental Adversaries A’s and B’s Success A’s and B’s Activities

  17. Accidental Adversaries The Accidental Adversaries structure is a composed of (a minimum of) two reinforcing loops and two balancing loops. Overall system growth is driven by a virtuous reinforcing structure. Two balancing structures (whose effects create a vicious reinforcing structure) limit the growth of the overall growth engine. This is one of the more difficult archetypes to understand, but essentially it is two fixes backfiring on each other.

  18. Accidental Adversaries

  19. Broker: Friend or Foe? s Product Diversity s R & D Underwriter A’s Profit s R4 s o B1 s Direct Selling s Satisfaction of Client need Commission Paid to Broker B o s R3 s # Policies Sold for Underwriter A s Broker B’s Income # Contract/ Policy Renewals B2 o Marketing of Competitor’s Products o s Maintenance of Client Relationship s

  20. Managing Accidental Adversaries • Get together and understand the whole picture • Strengthening your mutual understanding of each other’s needs and the criteria by which each of you define success • Remove or weaken the constraints in your partner’s system that make your own solution harmful • Reaffirm the intent of the partnership and acknowledge the damage that was done was unintentional

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