Applying System Thinking How To Start
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The document discusses factors that influence the use of system thinking in an organization. It identifies several factors that both positively and negatively impact the time available to study and practice system thinking, as well as the quality of solutions developed through its use. These include the complexity of issues, staff turnover, time needed for daily work and implementation, and external incentives or resistance to change. Effectively applying system thinking requires balancing these various pressures.
Applying System Thinking How To Start
- 1. all beginning is difficult + time available for totally available studying system thinking time - time necessary for daily work complexity of the + issue time invested in studying - + system thinking - time available for + practicing system time necassary for quality of the + thinking working out a solution + analysis of issues - turnover of staff involved with system thinking + quality and applicability of the proposed solution + - experienced gathered with system thinking + + + time for implementation quality of the frequency issues tackled implemented solution + with system thinking learning by <time invested in studying system thinking> doing frequency system thinking was practiced + awareness of the added value of system thinking - - total time needed failing of former apparent policy solutions resistance of issues practicing system thinking on issues in the organisation + pressure to come up with - + inventive practicing sustainable solutions `pressure' system thinking + training targets + `sit together to develop models' external incentive for practicing system thinking experimenting with Significant B.V. + `offer to support and innovations facilitate inovative Thorbeckelaan 91 meetings' 3771 ED Barneveld T 0342 40 52 40 proven applicability in other organisations KvK 39081506 info@significant.nl www.significant.nl