Produktbild: Making Better Decisions Using Systems Thinking

Making Better Decisions Using Systems Thinking How to stop firefighting, deal with root causes and deliver permanent solutions

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

05.09.2018

Verlag

Springer

Seitenzahl

173

Maße (L/B/H)

23.5/15.5/1.1 cm

Gewicht

300 g

Auflage

Softcover reprint of the original 1st ed. 2018

Sprache

Englisch

ISBN

978-3-319-87662-7

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

05.09.2018

Verlag

Springer

Seitenzahl

173

Maße (L/B/H)

23.5/15.5/1.1 cm

Gewicht

300 g

Auflage

Softcover reprint of the original 1st ed. 2018

Sprache

Englisch

ISBN

978-3-319-87662-7

Herstelleradresse

Springer-Verlag GmbH
Tiergartenstr. 17
69121 Heidelberg
DE

Email: ProductSafety@springernature.com

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  • Produktbild: Making Better Decisions Using Systems Thinking
  • 1.     Making better decisions using Systems Thinking

    2.     What is systems thinking?

    Looking at the whole picture

    Unintended side effects

    Uncover the underlying dynamics

    Looking below the surface of the lily pond

    Reacting

    Adaptation

    3.     The evolutionary heritage

    Reacting

    Two systems

    Theory of reality

    Compression of data

    Groupsize

    4.     Good management: dealing wisely with dilemmas

    Time dilemma: Do you make short- or long-term choices?

    Scope dilemma: Do you choose a narrow or a broad scope?

    Awareness dilemma: do you choose to face the facts or take refuge in fantasies?

    Dealing with dilemmas: leadership and wisdom

    Leadership

    What should we understand by wisdom?

    Dealing wisely with organisations

    5.     A systemic view of organisations

    Reinforcing effects: why do things get out of hand?

    The Pygmalion effect: higher expectations lead to higher performance

    Exponential growth

    Balancing feedback: why things don’t budge

    6.     Impatient managers create chaos

    The effects of time delays

    Systems thinking and time delays

    What are our steering criteria?

    7.     The Value Creation Model

    What is the Value Creation Model? Why, What, How

    Creating value with distinctive competences

    Internal and external developments

    The strategic function typology

    8.     The value creation model in action

    Laboratory for bakery ingredients

    Employment agency for surveillance duties

    Public agency

    Dealing wisely with your reinforcing loop

    Pitfalls

    9.     What has been done when the work is done?

    The current situation

    The vision

    And what do you do next?

    10.      Driving forces that generate and sustain patterns

    Genetic disposition and system 

    Our early years and system 

    Our tribe and system 

    The rational system 

    Vision

    Reality check

    11.      Two driving forces in depth: Mental models and Team learning

    Mental models: what are the dominant mental models?

    Team learning: which group dynamics play a role?

    The results of our dive into the lily pond

    12.      Looking under the surface of the lily pond: Applying systems thinking in six steps    

    Going under the water level: assessing reality and the driving structure

    Step 1: tell the whole story

    Step 2: describe the behaviour over time in graphs

    Step 3: formulate the focusing question and your scope

    Step 4: identify archetypes or fixed patterns

    Step 5: increase your understanding by looking closer at the driving forces

    Step 6: planning an intervention

    13.      Pitfalls of short time horizon

    Fixes that backfire

    Shifting the burden

    14.      Pitfalls of not looking far enough around you

    Escalation

    Success to the successful

    15.      Pitfalls of fear of facing reality

    Drifting goals

    Limits to growth

    16.      Pitfall of a combination of short time horizon and not looking far enough around you           

    Accidental adversaries

    Not building trust

    17.      Pitfalls of a combination of short time horizon, not looking far enough around you and fear of facing reality

    Growth and under-investment

    Tragedy of the commons

    18.      Adaptive leadership

    Sit still

    Know the value creation model of your organisation

    Don’t think you can make the system perfect

    Sometimes you have to begin a new system or organisation

    Think holistically: keep the whole system in mind

    Make an honest assessment of the situation

    Discover the hidden assumptions; verify if everybody is discussing the same subject

    Bring the whole system into the room

    Look for actions with leverage; don’t use a bigger hammer

    Ask yourself the questions of the system thinker

    19.      Systemic Pitfalls in Cooperation; The pitfalls from a bird’s eye view.....  

    The Value Creation Model

    Fixes that backfire

    Shifting the burden

    Escalation

    Success to the successful

    Drifting goals

    Limits to growth

    Accidental adversaries

    Growth and underinvestment

    Tragedy of the commons

    The patterns from a bird’s eye view on 1 A4

     References

     Annexe: Language of systems thinking

    Variables and causal relations

    Causal relations: same and opposite

    Looping technique