Change Management – Systems Patterns
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BUS4802 Change Management – Systems Patterns
Changes do occur in systems and in organisation on daily basis. It is always expected that during change, current status of things will not be the same. These changes can therefore be well explained and understood through these system archetypes.
System archetypes are behavior patterns exhibited in systems. These archetypes are behaviors patterns, well-expressed using circles of causality hence they resemble in their structures (Sterman, 2000). Therefore, it is important to identify the system archetype as well find a leverage to ensure that changes in a system is efficient.
Casual loop diagram helps to explain behaviors of a system, illustrating a collection of connected nodes as well as the feedback loops that exists courtesy of the connections. One or more nodes in the diagram represent the symptoms of the problems being experienced (Sterman, 2000). The other nodes are known as casual chains implying that they are the ones that cause the problem.
It is also important to understand how the casual lops work. The casual loop consists of arrows, nodes and feedback loops. Nodes represent various aspects such as truth ratings, false attack, detected deceptions, and false promises among others. A node as well has a value and a name as it represents something in the real world. The diagram has two types of arrows that indicate how they influence each other. One of them is solid arrow also known as direct relationship, as it indicates the point where node A value varies directly with the value of another node –B. The second arrow is dashed and it indicates an inverse relationship and it indicates instances where the value of A increases while the value of B decrease or goes down (Sterman, 2000).. Balancing and reinforcing loops are two types of feedback loops. In a balancing feedback, loop changes happen in opposite directions, and this causes the loop to balance its behaviors as it endeavors to achieve specific goal. In this balancing loop, there is interaction of the current and desired state that leads to a gap. If the gap is greater, the motivation/pressure to come up with a solution is higher. The solution or action propels the current state towards that states expected and in the process, the gap diminishes. In case the state is changed to the expected one, this gap is filled as the goal is attained. On the other hand, reinforcing feedback loop is where a change in one node moves or oscillates around the loop to trigger a change at the same node in the same direction. These changes may cause the loop to either decline or grow.
These predictable patterns are valuable in organizations, especially when it comes to management of problems. They are also used to improve team conversation as people or team members can be able to reach an agreement on various issues or when deliberating on issues that they hold varied opinions. The gap is reduced through balancing of feedback loop.
The loops are also valuable in helping teams to counter-intuitive dynamics as they enable them to express their opinions and to reach compromises on some issues. Teams have an opportunity to reflect back on their actions and make amendments or correction that ensures that the team remains productive.
Archetype patterns as well have the capability of improving processes in an organisation. They provide a framework or a guideline of how an entity can achieve its objectives. The organization is able to attain their desired goals by reflecting on the current situation and taking the right action to achieve their set goals. Therefore, it contributes to efficiency in an organization. An example of the loophole diagram is the casual loop diagram. The manager sets desired targets every year and takes decisive actions to ensure their achievement. A good example at my place of work is where the manger managed to achieve a desired target in terms of sales volume by improving the quality of products and recruiting qualified and professional people in the organization.
This topic is therefore important and can help entities to achieve their goals if they understand how to adopt systems archetypes. Nevertheless, the three questions are? How can the archetypes be useful in environmental sustainability? What skills and knowledge should individual posses to understand and adopt these archetypes in their organization? What are the challenges or limitation of these archetypes in management/?
Reference
Sterman, J. (2000). Business Dynamics: Systems Thinking and Modeling for a Complex World. McGraw Hill/Irwin. https://www.researchgate.net/publication/44827001_Business_Dynamics_System_Thinking_and_Modeling_for_a_Complex_World
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