one, but act another = not good), (4) recognizing and defusing defensive routines (walk out of zone of comfort); - System thinking: (1) Seeing Interrelations and processes, (2) Moving beyond blame (system is guilty, not people), (3) Distinguishing Detail Complexity from Dynamic Complexity, (4) Focusing on areas of high leverage (minor change in one place will provide change of flows), (5) Avoiding symptomatic solutions - New skills needed: System Archetypes: (1) Balancing process with delay (overshooting the goal as too much pressure put with delay in effect), (2) Limits to growth (constraints that limit growth, (3) Shifting the burden (short-term corrections dominate over long-term, which is bad), (4) Eroding goals (lower the goal if necessary), (5) Escalation (react to competitor's advances), (6) Tragedy of the commons (intensification of use of limited resources until it runs off), (7) Growth and underinvestment (limit to growth can be eliminated only by huge investment); - Charting strategic dilemmas: (1) Mapping, (2) Processing, (3) Framing/Contextualizing, (4) Sequencing, (5) Waving/Cycling, (6) Synergizing; - "The Left-Hand Column": when you mean something else from what you actually say. - New tools: Reading 9 12 жовтня 2014 р. 10:18 Behavioral foundations Стр .1
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