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Essay / Research Paper Abstract
A 3 page paper. The writer explains their understanding of systems archetypes based on two sources, one of which is Senge' Fifth Discipline. Systems archetypes are outlined and explained, e.g., limits to growth, tragedy of the commons, fixes that fail. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: MM12_PGarchty.rtf
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Unformatted sample text from the term paper:
were: "systems thinking, personal mastery, mental models, shared vision and team learning" (Senge, 1994). Senge discussed the patterns that emerge in systems and stated that it was important to understand
Systems Archetypes (Senge, 1994). These are the cycles that systems go through (Senge, 1994). The systems archetypes are identified as: * Balancing Process with Delay (Senge, 1994). This has
to do with delays in the structure that change the behavior (Bellinger, 2004). Delays may the gap between determining a solution and the implementation of that solution or it could
have to do with the time between taking the steps to change and the actual time the system changes (Bellinger, 2004). * Limits to Growth (Senge, 1994). Bellinger (2004) describes
this archetype, which he refers to as the reinforcing loop, thusly: "growing action adds to the results. The results then add to the growing action. . . . . While
this loop is operating the results interact with a limiting factor to add to the a slowing action. The slowing action then subtracts from the results." Bellinger (2004) explains that
individuals need to look for the limiting factors and change them. * Shifting the Burden (Senge, 1994). This archetype addresses fixing the same problem over and over again (Bellinger, 2004).
Bellinger (2004) refers to this archetype as being composed of two balancing loops and one reinforcing loop. They tend to keep the situation going in the same direction all the
time (Bellinger, 2004). What is happening is that the symptoms are being treated, not the problem - need to return to the identification and description of the situation (Bellinger, 2004).
* Eroding Goals (Senge, 1994). This happens when the same problem is fixed over and over again until the individuals change their goals to fit the solution (Bellinger, 2004). This
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