What a year this has been! 2009 has seen
unprecedented levels of disruption in organizational
life. The stress of recession has been the major
culprit, of course, forcing bankruptcies and layoffs and
driving the unemployment rate to record highs.
Beneath all the fallout we've seen serious
implications for leadership and collective
engagement. Hard questions about how we lost sight
of what was really important and how we let greed and
mismanagement undermine our best intentions have
provided a rich opening for learning. Will we apply
systems thinking and learn from our mistakes? Or is
history doomed to repeat itself? We hope to support
your efforts to take smart, courageous action in the
coming year and for years to come.
Thinking in Circles About Obesity |
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by Vicky Schubert
Regardless of what kind of legislation results from
the torrid healthcare battle being waged on Capitol
Hill, one notable outcome of the process has been a
shift in our awareness of the obesity epidemic that
has engulfed the U.S. in the last two decades.
Whether heightened awareness translates into
behavior change sufficient to reverse the trend will
depend on our ability to understand the complex
causal relationships driving this shared crisis. Our
chances of achieving that kind of behavior-changing
understanding got a little better last month with the
publication of Thinking in Circles About Obesity,
by system dynamicist Tarek Hamid of the Naval
Postgraduate School.
Engaging and thorough, Hamid suggests that the
solutions to the obesity epidemic need to be as
nuanced as the problem, entailing "a whole lot more
than food-pyramid images or a new nutritional
guideline." The systems thinking perspective he offers
highlights the fatal flaws in our commonly held
assumptions about energy balance--the dynamic
equation between the calories we consume and the
energy we expend--and provides practical leverage
points for breaking the vicious cycles that are fueling
the crisis.
There is no shortage of data documenting the
dimensions of the problem.
According to the Centers for Disease Control and
Prevention (CDC), over a 20-year period, obesity
in American adults has increased by 60%, and obesity
in children has tripled. With two-thirds of U.S. adults
officially overweight (measured in
body mass index, or BMI)--and 30% of those
obese--rampant weight gain has emerged as the
major healthcare crisis of the day, contributing to
many lethal conditions including cardiovascular
disease, certain types of cancer, and type 2 diabetes.
In a study published earlier this year in the journal
Health Affairs, it was estimated that over the
last 10 years, the annual medical costs associated
with obesity in this country have ballooned from about
$78 billion a year to around $147 billion.
As Hamid documents in Thinking in
Circles, the environmental, physiological, and
behavioral causes that have spiraled out of control in
such a short time are many and complex. Some obvious factors often cited
in the popular media, such as decreased activity
levels and increased consumption of high-fructose
corn syrup, offer a variety of possible intervention
points. But the highest leverage actions will be
focused at the structural level, on prevention rather
than remediation, as reflected in the CDC's recommendations for policy-level
prevention strategies.
This is where Hamid's work is most insightful,
emphasizing the importance of underlying mental
models and informed choice in managing our health
before problems arise--especially in the
formulation of childhood nutrition practices. Pointing to
studies that show encouraging results from early
intervention, Hamid notes, "targeting children allows
us to intervene before obesity-promoting behaviors
have become well ingrained."
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The 20th Annual Pegasus Conference |
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Systems
Thinking in Action: Fueling New Cycles of
Success
November 8 - 10,
2010
Boston, Massachusetts Marriott Copley
Place Hotel
Our 2010 conference theme,
Systems Thinking in Action: Fueling New
Cycles of Success, reflects our belief that
while 20 years of convening innovative learning
communities and delivering groundbreaking content
is a gratifying record of success, we're still just at the
starting line. For Pegasus and the thousands of
leaders and change agents who have co-created the
conference over the years, the conditions have never
been riper for applying systems thinking to the
complex challenges of organizational and community
life.
This year, we'll focus on bringing you the
tools and ideas you need to identify leverage points for
setting new virtuous cycles in motion. We'll help you
understand how the interconnectedness of the
systems you're part of are shaping your results. We'll
explore with you how new investments in learning,
knowledge creation, and courageous conversation
not only may improve your bottom line, but may even
shift the way you think about success. Join keynote
presenters Daniel H. Kim and Peter
Senge to start your own new cycles of success by
putting systems thinking into action.
A call for proposals will be published in January. Stay
tuned for more program details as they become
available.
When you register
before December 31, you save $700 off the full
conference rate. Even lower rates are available for
teams of four or more. Call 1-781-398-9700 for more
information.
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Identifying and Breaking Vicious Cycles |
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by David Stroh
Perhaps
the most prevalent and accessible form of systems
thinking for people new to the concept is the vicious
cycle.
Examples:
- An epidemic accelerates in proportion to the
number of people exposed, which in turn increases
the likelihood that the epidemic will spread even
further.
- Downsizing is likely to reduce an executive's ability
to generate revenue (not just costs), which in turn
decreases profits and increases pressure to
downsize yet again.
- Acts of violence perpetrated by one party in a war
stimulate acts of revenge by the other party, which in
turn lead to violent retaliation by the first party and an
ongoing escalation by both sides.
Although people are easily caught in vicious
cycles, they often do not see these cycles as endless
spirals and do not know how to know how to escape
the dynamic. One easy way to identify vicious cycles
we are caught in is called "doom looping," developed
originally by our colleague Jennifer Kemeny. Doom
looping has four steps as follows:
- Identify a problem symptom that concerns you
because it seems to get worse and worse over time.
For example, your symptom might be morale
problems.
- Identify 3 immediate and independent causes of
the problem symptom. For example, 3 immediate
causes of morale problems might be a difficult
manager, lack of career opportunities, and high job
pressures and stress.
- Clarify 3 immediate and independent
consequences of the growing problem symptom. For
example, 3 immediate consequences of morale
problems are turnover, quality problem, and
performance issues.
- Finally, show how at least one of the
consequences exacerbates at least one of the
causes. The connection might be direct or indirect. For
example, the consequence of high turnover increases
workload for key personnel, which in turn increases
job pressures and stress, thereby increasing morale
problems and increasing turnover even further (see
diagram on the next page). This dynamic is a vicious
cycle.
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Year-End Bestseller Blowout! |
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Huge Savings on Our Most Popular
Items
Special discount pricing through December 31!
You may not be sorry to see 2009 go,
but don't let it slip away without taking advantage of
these rock-bottom prices on fables,
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pocket guides, and learning
packages. Whether you
pass them on as gifts, discuss them with your team,
share them with your students, or keep them for
yourself, you can't go wrong with savings like this.
Click here and save today...
Live
Webinar January 14 2:00 - 3:15
pm EST Managing Your Time as a
Leader
What are your New Year's resolutions
regarding time and work? If you are like many of us,
you are vowing to clear away the clutter on your desk,
stop running late, and start getting organized. But
you've made that vow before. What will be different this
time?
In this webinar, master systems thinkers Marilyn Paul
and David Stroh will help you understand why
you are disorganized, and give you a seven-step
behavior change process for reliably changing things
for good.
Learn more and
register...
Recorded Webinar Getting Unstuck:
Solving Tough Problems Through Power and Love
Power and Love
are complementary forces that are
constantly at play in dynamic human systems. In this
recorded webinar, internationally renowned facilitator
and author Adam Kahane offers guidance for
selecting effective moves for making progress by
bringing these two drives into balance in complex
change initiatives.
Learn
more and order...
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"Violence never brings permanent
peace. It solves no social problem: It merely creates
new and more complicated ones."
--Martin Luther King, Jr.
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