Resp. Org. Easier Flashcards
(27 cards)
1
Q
Business impact the following areas:
A
- innovation
- economy
- well-being
- politics
- society/culture
- environment
2
Q
Climate change is a ….
A
crisis multiplier.
3
Q
System thinking is:
A
- Holistic and integrative
- a language and toolset
- about feedback, non-linearity, and self-organization
4
Q
System thinking key tools:
A
- CLD
- SFD
- Behavior-over-time graphs
- System dynamics models
5
Q
CLD components:
A
- Variables (nouns)
- Links with polarity
- Reinforcing and balancing loops
6
Q
CLD =
A
- Intuititive
- shows causality
- more qualitative
7
Q
SFD =
A
- Shows accumulation
- more quantitative
8
Q
(SFD), Why stocks matter:
A
- Allow material to build up
- add stability and complexity
- enable feedback and delay
9
Q
(SFD), variables types:
A
- target values
- rates
- influence factors
10
Q
IR Framework:
A
shows how organizations create value using different types of capital.
11
Q
Six capitals in IR:
A
- financial
- manufactured
- intellectual
- human
- social & relationship
- natural
12
Q
IR challenges:
A
- One-sided reporting
- vague definitions
- questionable impact on real change
13
Q
Freeman’s Stakeholder theory focuses on:
A
- value creation
- ethics in capitalism
- managerial mindset
14
Q
Stakeholder salience model, Attributes:
A
- power
- legitimacy
- urgency
15
Q
Stakeholder salience model, different types of stakeholders:
A
- Latent (1 attribute)
- Expectant (2 attributes)
- Definitive (3 attributes)
- Non/potential stakeholders (0 attributes)
16
Q
System challenges
A
- Delays
- Feedback
- Boundaries
- Limits
- Rationality
17
Q
Design questions
A
- Ask questions, understand system
- Define goals
- Identify leverage points
- Check feasibility & consequences
18
Q
Iceberg model:
A
- Events
- Trends
- Structures
- Mental models
19
Q
Choosing leverage points, look for:
A
- Frequent patterns
- ripple effects
- strong loops
20
Q
System archetypes are …, and help …
A
- common behavior patterns in systems
- understand challenges and guide interventions.
21
Q
Common archetypes:
A
- Fixes that fail: short-term fixes cause long-term problems.
- Shifting the burden: relying on easy solutions over root causes.
- Limits to success: success brings problems if limits aren’t addressed.
- Drifting goals: goals drop over time instaed of being met.
- Escalation: Competition spirals out of control.
- Tragedy of the commons: shared resources get overused.
- Success to the successful: resources go to winners, losers fall behind.
- Addiction/dependence: systems rely on fixes and can’t solve root issues.
- Rule beating: following rules but not the spirit.
- Wrong goals: achieving the wrong thing due to bad metrics.
22
Q
Solving archetypes:
A
- Think long-term
- Align goals
- Redesign rules and systems
- Encourage ownership and responsibility
23
Q
Systems zoo:
A
- systems have multiple loops and delays.
- balancing loops keep goals steady.
- shifts in loop dominance cause behavior changes
24
Q
Why systems work so well:
A
- Resilience (ability to recover)
- Self-organization (structure + learning + diversity)
- Hierarchy (systems within systems)
25
Systems surprise us:
- Models are simplified versions of reality.
- Nonlinearity = effects aren't proportional.
- boundaries are flexible.
- important to identify limiting factors
- delays make decision-making harder
26
Leverage points: 12 points of intervention (from least to most powerful):
1. Transcend paradigms
2. Paradigms (mindsets)
3. Goals
4. Self-organization
5. Rules
6. Information flow
7. Reinforcing loops
8. Balancing loops
9. Delays
10. Stock & flow structure
11. Buffers
12. Numbers (parameters)
27
Living in systems, Key advice:
1. Observe first
2. Make assumptions visible
3. Share info
4. Use clear language
5. Value what matters, not just numbers
6. Allow feedback
7. Think of the whole system
8. Trust grassroots insight
9. Design responsibility
10. Stay curious
11. Embrace complexity
12. Think long-term
13. Cross boundaries
14. Care broadly
15. Keep aiming for goodness
