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SPT-E1050 - Systems Thinking for Sustainable Living Environment
Team
Aino Ruohola
Laura Puikkonen
Nina Pitkanen
Sofia Nelson
Hyoeun Park
Viktorija Piaulokaite
The book is about learning organisations and about how in order to thrive, the organisation should master all five disciplines.
Learning is an ongoing process instead of one single way to success.
1. "I am my position"
2. "The Enemy is out there"
3. The Illusion of taking charge
4. The Fixation on events
5. The Parable of the boiled frog
6. Delusion of learning from experience
7. The Myth of the management team
1. "I am my position"
5. The Parable of the boiled frog
1. Today's problems come from yesterday's solutions.
2. The harder you push, the harder the system pushes back.
3. Behavior grows better before it grows worse.
4. The easy way out usually leads back in.
5. The cure can be worse than the disease.
6. Faster is slower.
7. Cause and effect are not closely related in time and space.
8. Small changes can produce big results - but the areas of highest leverage are often the least obvious.
9. You can have your cake and eat it too - but not all at once.
10. Dividing an elephant in half does not produce two small elephants.
11. There is no blame.
10. Dividing an elephant in half does not produce two small elephants.
1. Today's problems come from yesterday's solutions.
7. Cause and effect are not closely related in time and space.
Small Changes can produce big results- but areas of highest leverage are often the least obvious
The Laws of the fifth discipline
Leverage points are “places within a complex system…” – be it a company, an economy, a living body, a city, an ecosystem, or even a galaxy for that matter – “…where a small shift in one thing can produce big changes in everything.”
They are, therefore, of immense interest to anyone seeking to affect change within our interconnected ecological, social and economic systems.
Donella Meadows,
Leverage Points
(in increasing order of effectiveness)
12. Constants, parameters, numbers (such as subsidies, taxes, standards).
11. The sizes of buffers and other stabilizing stocks, relative to their flows.
10. The structure of material stocks and flows (such as transport networks, population age structures).
9. The lengths of delays, relative to the rate of system change.
8. The strength of negative feedback loops, relative to the impacts they are trying to correct against.
7. The gain around driving positive feedback loops.
6. The structure of information flows (who does and does not have access to information).
5. The rules of the system (such as incentives, punishments, constraints).
4. The power to add, change, evolve, or self-organize system structure.
3. The goals of the system.
2. The mindset or paradigm out of which the system — its goals, structure, rules, delays, parameters — arises.
1. The power to transcend paradigms.
The engine of growth and decline (=reinforcing feedback)
Goal-oriented behavior (=Balancing feedback)
Resistance to change is a balancing process
Real learning gets to the heart of what it means to be human.
We create ourselves.
Learning is the ability to produce the results we truly want in life
P. Senge
Management
Manager's fundamental task is providing the enabling conditions for people to lead the most enriching lives they can...
Management
O. Brien
Artwork by A. Kleon
Work
Artwork by A. Kleon
Thank you!
Artwork by A. Kleon
Work
Questions!?!
Artwork by A. Kleon