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 A free e-bulletin spotlighting innovations in leadership, management, and organizational development. Please forward to your colleagues. 
 October 18, 2001 Issue 18 |
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AT
ANY RATE Using Systems Modeling to Tackle Complex Problems |
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SHOP
TALK What Are the Structures That Led to the Events of September 11th? |
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FROM
THE FIELD Intergenerational Diversity—A Liability or an Asset? |
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FROM
THE RESOURCE SHELF E-Responses to the September 11th Tragedy |
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AT
ANY RATE Using Systems Modeling to Tackle Complex Problems Systems modeling—or, more accurately, problem modeling—is a way to graphically replicate a situation as it plays out over time. The goal is not to recreate the system—you'd never know where to stop! Rather, it is to depict a complex problem, with its many, interconnected variables, in a way that amplifies and clarifies our understanding of that problem. Computer-based interactive simulation models are aparticularly powerful and engaging way to depict systems. Starting this month, Pegasus Communications, in collaboration with system dynamicists Chris Soderquist and Bill Harris, is offering a new feature on our web site to help people increase their systems thinking skills while grappling with timely problems of wide societal relevance. Through their models, Chris and Bill show how systems thinking and system dynamics can help us gain new, and potentially counterintuitive, insights and identify possible leverage points for change. The first model of their At Any Rate™ column focuses on key aspects of today's distressed U.S. economy and offers an online learning laboratory where visitors can probe their assumptions about a few economic scenarios. A good model doesn't solve the problem in itself, but permits people to experiment with different systems variables; often, they come away with new and revolutionary ideas about how to tackle the problem. Users wonder why they weren't able to gain this level of insight before using the simulation. The answer is that computer simulations let us see in mere seconds the results of dynamic forces that take days, months, or years to play out in real life; they also offer a "safe" practice field for testing different strategies. To see what all the excitement is about, go to the column and start simulating! To discuss the column with Bill and Chris, go to their new Pegasus forum. |
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SHOP
TALK What are the structures that led to the events of September 11th? We have all been affected by the events of Sept. 11th. While the human reaction is retaliation, as systems thinkers, we need to look at the cultural, political, economic, and historical processes at play in this event. On a more personal level, we need to examine our attitudes and those of leaders representing us and how we wield our power and influence in the world. It would help us all, I believe, to better understand the systemic structures at play, so we can find the leverage points! —Deborah Slobodnik I think a major structure that the world must confront (and the United States in particular as the leader and country controlling most of the world's resources) is this: the growing divide between the haves and have-nots. The kind of terrorism that we just saw is growing in a soil conditioned by those who have little to lose. What kind of system interventions can help the First World see that the growing gap will continue to provide fertile soil for violence and terrorist action? —Marti Roach I see the decades of policy decisions and actions taken by governments/institutions that only considered their viewpoint or financial impact a primary structure of Sept. 11th. I would also include the rhetoric delivered to citizens/followers reinforcing those views as the only valid ones. There exists a need to increase mental flexibility, consider and seek to understand multiple global views, and work to resolve the impact for all involved by a change. Hard to do, but definitely a challenge worthy of response. —Candace Imming One of the clerics on "60 Minutes" noted that a very big issue among those who hate the United States—and the fundamentalist Muslims who are presumed to be the terrorists fit here—is our "religion of consumerism" and its impact on the rest of the world. It occurs to me that this mental model is so deeply in us that it is mostly invisible. It is also so much a part of who we are as a country—our economy depends on it—that it is hard to examine. And how could we change it? —Sharon Eakes Readers who wish to view the complete responses to this question or to continue this discussion are invited to go to the "Leverage points for a new world" forum. |
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THE FIELD Intergenerational Diversity—A Liability or an Asset? Do you want to improve productivity and morale in your organization? You might do well to address the "generation gap" in your workplace. In many organizations, four generations of employees are working side-by-side—with varying degrees of comfort. In particular, Baby Boomers (born between 1944 and 1961) and Generation Xers (born between 1961 and 1980) often find it difficult to work together, but Generation Next (born after 1980) and Veterans (born between 1922 and 1943) can also feel frustrated. Some Boomers consider their younger counterparts unmotivated slackers with poor work habits. They themselves like task-oriented projects and seek praise and recognition. Many Gen Xers complain that their older colleagues are workaholic, technophobic bureaucrats. They prefer flexible schedules, mentoring, and interesting work. Nexters have similar goals but seek more direction. Veterans respond best to personal contact and strong leadership. How can leaders successfully manage this diverse workforce? According to human resources professionals, they must understand the experiences, goals, and expectations of each group and adapt their supervisory styles and tailor work assignments accordingly. For instance, successful managers leverage Veterans' vast experience, rely on Boomers' attention to detail, capitalize on Gen Xers' ease at multi-tasking, and turn to Nexters for out-of-the-box thinking. Some U.S. government agencies have developed "mutual mentoring" programs, in which seasoned managers and new hires share knowledge in their areas of expertise. While it's always important to value people's individual qualities regardless of generational differences, by understanding what each age group needs in order to thrive, managers can create optimal working conditions for all employees. Source: Marcela Kogan, "Federal Managers Work to Bridge Workplace Generation Gap," GovExec.com, August 31, 2001 Readers who wish to discuss this topic are invited to The New Workplace forum. |
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THE RESOURCE SHELF E-Responses to the September 11th Tragedy Some in the business community have begun to explore systemic solutions to the terrorist attacks. Below we've listed links to some of their web sites: Society for Organizational Learning (SoL) is hosting a public dialogue for people to reflect on the events of September 11th. High Performance Systems, Inc. (HPS), in its Story of the Month, applies a systemic perspective to terrorism using their ithink® or STELLA® software. To experiment with the model, go to the HPS web site. Fast Company has initiated conversations on the aftermath of the tragedy for us to think together about the issues and challenges that we share. Pegasus Communications also started a new forum last month to draw on the wisdom of our community to respond to the new challenges and to contribute to the development of just lasting solutions. To participate go to the Pegasus forums and look for the forum "Leverage points for a new world." |
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| Copyright 2001 Pegasus Communications. LEVERAGE POINTS™ can be freely distributed in its entirety or reproduced or excerpted for another publication with written permission from Pegasus Communications. Contact permissions@pegasuscom.com. | ||||||||||||||||
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The
Tip of the Iceberg: Managing the Hidden Forces
That Can Make or Break Your Organization
A
Guide to Appreciative Inquiry
