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December 2009, Issue 116

 

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.

In This Issue
  • Year-End Bestseller Blowout!
  • Thinking in Circles About Obesity
  • The 20th Annual Pegasus Conference
  • Identifying and Breaking Vicious Cycles

  • Thinking in Circles About Obesity
    Thinking in Circles About Obesity

    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."


    The 20th Annual Pegasus Conference

    Systems Thinking in Action: Fueling New Cycles of Success

    November 8 - 10, 2010
    Boston, Massachusetts
    Marriott Copley Place Hotel

    Boston, 
MassachusettsOur 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.


    Identifying and Breaking Vicious Cycles

    Learning Linksby 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:

    1. 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.
    2. 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.
    3. 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.
    4. 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.


    Year-End Bestseller Blowout!
    Year-End Savings!

    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, workbooks, 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

    Marilyn Paul and David 
StrohWhat 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

    Adam KahanePower 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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