Putting systems thinking into practice

Putting systems thinking into practice The dynamic systems perspective illuminates some of the core challenges in organizational learning. If learning occurs through experience, there are good reasons why organizations often fail to learn. In particular, large organizations face a class of systemic decision‐making situations in which learning is extremely unlikely. The systems perspective teaches us that cause and effect are often not close in time and space, that obvious interventions do not always produce obvious outcomes, and that long time delays, and systemic effects of actions can make it almost impossible to judge the effectiveness of those actions. This article presents a framework for organizational learning, outlines several breakdowns that thwart the learning process, and discusses how systems thinking can play an important role in helping organizations overcome the learning breakdowns through the design and implementation of managerial practice fields. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png System Dynamics Review Wiley

Putting systems thinking into practice

System Dynamics Review, Volume 10 (2‐3) – Jun 1, 1994

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Publisher
Wiley
Copyright
Copyright © 1994 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0883-7066
eISSN
1099-1727
DOI
10.1002/sdr.4260100213
Publisher site
See Article on Publisher Site

Abstract

The dynamic systems perspective illuminates some of the core challenges in organizational learning. If learning occurs through experience, there are good reasons why organizations often fail to learn. In particular, large organizations face a class of systemic decision‐making situations in which learning is extremely unlikely. The systems perspective teaches us that cause and effect are often not close in time and space, that obvious interventions do not always produce obvious outcomes, and that long time delays, and systemic effects of actions can make it almost impossible to judge the effectiveness of those actions. This article presents a framework for organizational learning, outlines several breakdowns that thwart the learning process, and discusses how systems thinking can play an important role in helping organizations overcome the learning breakdowns through the design and implementation of managerial practice fields.

Journal

System Dynamics ReviewWiley

Published: Jun 1, 1994

References

  • Creating the Corporate Future: Plan or Be Planned For
    Ackoff, R. L.
  • Action Science
    Argyris, C.; Putnam, R.; Smith, D. M.

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