A free e-newsletter spotlighting systemic thinking
and innovations in leadership, management, and organizational development.
Please forward to your colleagues.
June 21, 2005 Issue 63
system of education is not one thing, nor does
it have a single definite object, nor is it
a mere matter of schools. Education is that
whole system of human training within and without
the schoolhouse walls, which molds and develops
came to believe . . . that it is vital to
transform the world by changing the way people
other, and by modeling that kind of changed
Anne Firth Murray
Special Offer for New Pegasus Video
One on One with Dennis Meadows: Growth on
a Finite Planet
the video through July 31 and save almost
than 30 years ago, systems dynamicist Dennis
Meadows and his team began to examine the
consequences of growth on a finite planet,
using an understanding of complex systems,
sophisticated computer modeling, and timely
data. The video's clear explanations of the
dynamics of growth and sustainable development
make it a unique resource for businesses,
classrooms, and nonprofit organizations.
DVD Video (NTSC), 47 minutes, color, $125.00
2005 Pegasus Catalog Now Available
copy of the new catalog
products this season include:
to the Volcano: Conversations That Open Our
Minds to New Possibilities, a new
book in the Learning Fable series by David
Hutchens and Bobby Gombert
on One with Dennis Meadows, a new video by Pegasus Communications
The Systems Thinker CD-Rom, Vols. 1015
this summer include:
in Management Series Set
Books and Resources by Daniel H. Kim
for Learning: Strategies for Knowledge Creation
and Enduring Change
The most important
challenge for organizations is to develop the
capacity for continuous learningthat is,
to go beyond managing existing knowledge to
creating new knowledge. Accomplishing this requires
that we not only think differently, but also
frame problems in whole new ways. This collection
of lead articles from The Systems Thinker
opens a new dimension of insight into dilemmas
that confound many organizations.
#OL017r, softcover, 112 pages, illustrated,
Archetypes SET with 2 Pocket Guides
Includes Systems Archetypes I, II, and
III, and 2 laminated archetype pocket guides:
Systems Archetypes I: Diagnosing
Systemic Issues and Designing High-Leverage
Interventions helps you understand
the structure and story line of each of the
"common stories" in systems thinking and outlines
ways to use each archetype to address your own
Systems Archetypes II: Using Systems
Archetypes to Take Effective Action shows
you how to use the archetypes for diagnosing
a problem, planning high-leverage interventions,
and constructing theories about the roots
stubborn organizational problems.
Systems Archetypes III: Understanding
Patterns of Behavior and Delay takes
a deeper look at the "signature" patterns of
behavior associated with each systems archetype,
how the associated behavior plays out over time,
and the special role that delays play in the
archetype's story line.
Systems Archetypes at a Glance
Pocket Guide includes a review of
the eight basic systems archetypes, providing
causal loop template for each; a general
description of each structure; and brief,
for detecting and managing the unique dynamics
that each archetype generates.
A Pocket Guide to Using the Archetypes
outlines a 10-step process for drawing
effective causal loop diagrams. Every tip
accompanied by examples and an accessible
3 softcover, two 5.5 x 8.5 laminated guides,
Ethically Through Foresight
In this article Daniel H. Kim shows
how ethical failuressuch as those that brought
down Enron and WorldComoften result
from the failure to foresee future events
the right actions when it is still possible
to do. For this reason, foresight is
ethical responsibility and a business
imperative for leaders today. Daniel
describes the importance
of values, purpose, and vision in guiding
people's choices and producing predictable
in turbulent times.
PDF article, 5 pages, $6.00
books and resources
by Daniel H. Kim
us at Pegasus Communications, One Moody Street,
Waltham, MA 02453-5339. Send an e-mail to email@example.com,
or call 781-398-9700. Web site: http://www.pegasuscom.com.
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Pegasus Communications provides resources that
help people explore, understand, articulate,
and address the challenges they face in the
complexities of a changing world. Since 1989,
Pegasus has worked to build a community of practitioners
Newsletter, books, audio and videotapes, and
its annual Systems
Thinking in Action®
Conference and other events.
Organizations Vibrant and Alive: An Interview with Daniel H. Kim
Advantage of Pre-Conference Sessions
Register by July 1 to Save $500
the Commitment to Be a Learning Organization
Keeping Organizations Vibrant and Alive: An Interview
with Daniel H. Kim
by Janice Molloy
Daniel H. Kim is a renowned organizational consultant,
management thinker, facilitator, teacher, and public speaker committed
to helping problem-solving organizations transform into learning
organizations. We are delighted that he will be sharing his passion
and expertise in a keynote presentation at the 2005 Pegasus Conference,
Embracing Interdependence: Effective and Responsible Action
in Our Organizations and the World (learn
more). In the following interview, Daniel talks about
the importance to organizations of maintaining a strong sense of
purpose supported by a clear set of core values-and the dangers
that await those that fail to do so.
What does it take for organizations to continually renew themselves
and remain vibrant and alive? As a consultant, Daniel H. Kim has
spent much of his career addressing this question. In his work with
companies, governmental agencies, educators' groups, and nonprofits
around the world, he has witnessed organizations that have been
able to succeed and stay at the top of their game through many generations
of leaders, as well as those that have atrophied and died. What
accounts for the difference? According to Daniel, "Too often, organizations
become driven by individual egos or greed, rather than by organizational
purpose. That's always dangerous."
For many of us, purpose seems like an abstraction, an elegantly
worded phrase that sounds inspiring as part of a mission statement
but that has no practical effect on our day-to-day activities. Nevertheless,
a true sense of purposesupported by a clear set of core valuesis
vital to ensuring that everyone knows the organization's overall
reason for being and the principles that guide all actions. The
resulting sense of alignment leads people to work together for the
good of the whole and to make wise decisions when faced with tough
When a sense of direction and guidance are missing, enterprises
can quickly fall prey to what Kim refers to as "organizational parasites,"
a term originally coined by Arie de Geus. Daniel explains, "An organizational
parasite is a person who joins an organization and holds their own
agenda or purpose primary and that of the organization secondary.
It's not that we can't and shouldn't have our own personal purpose,
but it has to come second to the organization's. The organizational
parasite enters an organization from the perspective of 'What can
I get from this host?'"
reading the complete interview
about the 2005 Pegasus Conference
books and resources by Daniel H. Kim
15th Annual Pegasus Conference
Embracing Interdependence: Effective and Responsible Action
in Our Organizations and the World
San Francisco, California, November 1416, 2005
Take Advantage of Pre-Conference Sessions
Customize and deepen your learning by including pre-conference
sessions in your conference schedule:
to Learn: Launching the After Action Review Cycle
Marilyn Darling and Mark Pires, Signet Consulting Group
Learn about the After Action Review Cycle as practiced in the
U.S. Army, and take away tools for raising the level of learning
in your own organization.
PC02 Leading Strategic Conversations: A Key Business Imperative
David Isaacs, Clearing Communications
Learn and practice World Café design principles for leading
strategic conversations, and plan how you will introduce these practices
in your professional setting.
PC03 Human Dynamics: Understanding People As Whole Systems
Sandra Seagal and David Horne, Human Dynamics International
Learn about the inherent distinctions in people's communication
processes, and examine the implications for successful team functioning
in your organization.
PC04 Leading Systemic Change: The Art of Being, Thinking, and
David Peter Stroh, Bridgeway Partners, and Michael Goodman,
Innovation Associates Organizational Learning
Learn a process for engaging diverse stakeholders while experiencing
the importance of leading with curiosity, clarity, compassion, commitment,
Each session will be held on Sunday, November 13, from 9:00 a.m.
to 5:00 p.m. Each session costs $895.00.
Teams of 4 or more that register for any combination of sessions
can take $125 off the price per person per session. Register on
site, or call Carrie at 1-781-398-9700.
a copy of the brochure for the 2005 Pegasus Conference.
Find out about the exciting sessions and dynamic presenters, along
with the many learning opportunities designed to build your skills
and give you the inspiration to face the challenges that lie ahead.
by July 1 to Save $500
Register through July 1 for only $1095 (a $500 savings!). Also,
get a special subscription price for The Systems Thinker
Newsletteronly $89 for a one-year subscription when you register
(regularly $109). Register
on our web site, or call 1-800-272-0945. For teams, take
advantage of additional discounts by calling Carrie at 1-781-398-9700.
the Commitment to Be a Learning Organization
by Ken Blanchard
To me, the three most important aspects that contribute to an effective
learning environment are openness, recall, and objectivity.
When there is institutionalized acceptance of "openness," bringing
up questions is encouraged. An individual can express concerns without
fear of retribution; hidden agendas do not exist; and people say
the same things in a business meeting that they would after work.
Managers encourage and pick up on suggestions made by employeesoften
championing other people's ideas through to completion.
A learning organization regularly recalls and builds upon what
it already knows. In our company, we systemically capture learning
situations as they occur and then document them as widely as is
necessary. Thus, when we reach consensus on an issue in a meeting,
we record it in the minutes with its relevant rationale, make sure
those not attending get a copy, and, if the decisions pertain to
the entire organization, summarize them in the company's newsletter.
Being objective means seeking the best answer to a question based
on available data, logic, and pre-established criteria. In our company,
we clarify our purpose and then imagine what a good solution would
look like. Next, we ask a set of questions to better focus on the
best overall solution, including:
What are we excited about?
What are we nervous about?
What is likely to go wrong?
How could we make it work?
By viewing ourselves as a learning laboratory, we constantly have
experiments in progress. The value is that we're constantly thriving
to innovate, continually refining our products and services, and
applying knowledge in new ways to develop people and organizations.
the complete article on which this summary is based, or see LEVERAGE,
No. 9 (May 11, 1998)
to The Systems Thinker® Newsletter
resources on Organizational Learning
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