Applying Systems Thinking and
Common Archetypes to Organizational Issues
Module 1: Why the Systems View?
FAQ
Question: So where is the leverage in Acme?
Answer:
- Since there are multiple sources of the problem, we have to focus on disabling the vicious cycle. One solution is to break the loop!
- The easiest place to break the loop is after Lost Customers, by changing the focus from replacing lost customers to retaining customers. For example, the Sales Manager could make current customers a priority and get the sales people to understand why we are losing customers so they become a part of the problem-solving process.
- Help sales people avoid making special promises by educating them about the impact of their promises. Sales managers could get incentives for Service Quality (happy customers) rather than bookings.
- Other avenues to pursue: How could we prevent the pledges and promises from killing service quality? What would we have to do to have excellent service, even with aggressive sales promises? Or, do we have to slow our growth for a while to get service back in order?
Question: Should Systems Thinking replace our other tools?
Answer: No. Systems Thinking is not a replacement. It's an additional tool to supplement others. Systems Thinking is particularly helpful as a complement to many quality tools because it is another way to understand the underlying structure contributing to current results. Systems Thinking is a tool for COLLECTIVE INQUIRY.