Tag: volume 21

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Toyota’s Current Crisis: The Price of Focusing on Growth Not Quality

For the past 15 years or so, I have told audiences a story about how my perception of what determines good business performance has …

Seeing Your Company as a System

Bank failures, health insurance rate hikes, and the troubles of auto manufacturers provide recent examples of the vulnerability of big, fast-changing systems and the …

People in Context, Part II

The first part of this article, which appeared in the previous issue of The Systems Thinker (May 2010, Vol. 21 N. 4), introduced the “people-in-context” …

Changing Our Systems by Changing Our Brains: The Leverage in Mindfulness

According to recent findings in neuroscience, not only do sensory experiences and actions change the brain’s physical structure, but so does thinking. Concentrating on …

Learning-Directed Leadership in a Changing World

The information-intensive, complex, and dynamic world presents unique challenges for leaders. Never before has information been so available but knowledge been so difficult to …

The Trouble with Incentives: They Work

Years ago, my friend and colleague, David Chambers, told me a story about a consulting visit he and W. Edwards Deming made to a …

Engaging Emergence: Turning Upheaval into Opportunity

What would it mean if we knew how to successfully engage with the unknown, the uncomfortable, the unprecedented so that our organizations and communities …

Learning Tasks: Turning a Dry Subject into an Engaging Experience

How do you teach a dry subject effectively, particularly in the workplace? In what ways can you engage your students when your content has …

People in Context, Part I

Our efforts to understand and intervene in organizational events have a persistent bias: to interpret phenomena from a personal framework. In other words, situations …

What Are Mental Models? Part 2

TEAM TIP Look for things that rise and fall in your organization, such as employee motivation, product sales, progress on goals, etc. What are …