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Peter Senge - Navigating Webs of Interdependence

Peter Senge - Navigating Webs of Interdependence

http://www.youtube.com/watch?v=HOPfVVMCwYg

Related:  Systems Thinking

Spiral Dynamics In spiral dynamics, the term vmeme refers to a core value system, acting as an organizing principle, which expresses itself through memes (self-propagating ideas, habits, or cultural practices). The superscript letter v indicates these are not basic memes but value systems which include them. The colors act as reminders for the life conditions and mind capacities of each system and alternate between cool and warm colors as a part of the model.[2] Within the model, individuals and cultures do not fall clearly in any single category (color). Each person/culture embodies a mixture of the value patterns, with varying degrees of intensity in each. Spiral Dynamics claims not to be a linear or hierarchical model.

chris argyris, double-loop learning and organizational learning @ the encyclopedia of informal education contents: introduction · life · theories of action: theory in use and espoused theory · single-loop and double-loop learning · model I and model II · organizational learning · conclusion · further reading and references · links · cite Chris Argyris has made a significant contribution to the development of our appreciation of organizational learning, and, almost in passing, deepened our understanding of experiential learning. On this page we examine the significance of the models he developed with Donald Schön of single-loop and double-loop learning, and how these translate into contrasting models of organizational learning systems. Life Chris Argyris was born in Newark, New Jersey on July 16, 1923 and grew up in Irvington, New Jersey. During the Second World War he joined the Signal Corps in the U.S.

Video of Dr. Russell Ackoff Discussing Systems and Pieces On weekends, I like to share videos or fun stuff that gets us thinking. Today, I’m sharing a video with the legendary Dr. Russell Ackoff where he’s speaking at a session moderated by Clare Crawford-Mason, the producer of the outstanding video Good News…How Hospitals Heal Themselves on Lean and systems thinking. Ackoff makes important points in the video, but he starts with one of the funnier (and unexpected) speaker openings I’ve seen: Joseph M. Juran Early life[edit] Juran was born in Brăila, Romania, one of the six children born to a Jewish couple, Jakob and Gitel Juran; they later lived in Gura Humorului. He had three sisters: Rebecca (nicknamed Betty), Minerva, who earned a doctoral degree and had a career in education, and Charlotte. He had two brothers: Nathan H. Juran and Rudolph, known as Rudy.

Russell L. Ackoff Russell Lincoln Ackoff (/ˈækɒf/; 12 February 1919 – 29 October 2009) was an American organizational theorist, consultant, and Anheuser-Busch Professor Emeritus of Management Science at the Wharton School, University of Pennsylvania. Ackoff was a pioneer in the field of operations research, systems thinking and management science. Biography[edit]

Theory of Constraints Overview Introduction Let’s Start By Stopping For A Moment Slow down, block out the rest of the world for a moment, and take the time to consider the following. Have you ever found yourself in a situation where you were waiting for someone to provide you with something, something that you must work on, and in-turn, which you had to pass on to someone else? Someone else who may have also been waiting for that particular piece of work? And it wasn’t as though you had no other work – correct?

What is Lean The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.

Theory of constraints The theory of constraints (TOC) is a management paradigm that views any manageable system as being limited in achieving more of its goals by a very small number of constraints. There is always at least one constraint, and TOC uses a focusing process to identify the constraint and restructure the rest of the organization around it. TOC adopts the common idiom "a chain is no stronger than its weakest link." This means that processes, organizations, etc., are vulnerable because the weakest person or part can always damage or break them or at least adversely affect the outcome.

Systems thinking Impression of systems thinking about society[1] A system is composed of interrelated parts or components (structures) that cooperate in processes (behavior). Natural systems include biological entities, ocean currents, the climate, the solar system and ecosystems. Designed systems include airplanes, software systems, technologies and machines of all kinds, government agencies and business systems. Manufacturing Inventory Turnover Data Inventory Distribution The proportions of inventory in Raw Materials, work-In-Process (WIP) and finished Goods can indicate problems to be addressed in various areas. Higher than normal proportions in Raw Materials indicates supply chain opportunities. Causes may include long lead times, transportation, quantity discounts, supplier selection, poor scheduling or poor inventory accuracy.

7 Deadly Sins Of Highly Inefficient Project Managers There are many deadly sins that managers can fall prey to if they are not careful, which can be really damaging for the business and for their team – such as failing to give feedback, being overly critical and micromanaging – but project managers in particular can also be in danger of committing the following sins within their role. 1. Mistaking The Map For The Land If a project plan calls for something to happen in a certain way, and that is not how it is happening, revise the plan to reflect reality. Do not try to force reality to conform to the plan.

The Idiot’s Guide to Theory of Constraints (TOC) – Part II At long last, here’s part II of our guide to TOC, in honor of the late Dr. Eliyahu Goldratt, originally published in The Critical Path email newsletter on February 29, 2000. Did you miss Part I? Click here.

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