40 terms



Terms in this set (...)

Personal Mastery
The discipline of continually clarifying and deepening our personal vision, of focusing our energies or developing patience and of seeing reality objectivitly
Mental Models
Deeply held internal assumptions and generalizations that influence how we undertstand the world and how we take action
Shared Vision
Binding people together around a common identity and sens of destiny, shared visions foster genuine commitment and enrollment rather than compliance
Team Learning
Starts with dialogue, the capacity of members of a team to suspend assumptions and enter into a genuine "thinking together", learning to recognize patterns of interactions within teams that undermine learning
Systems Thinking
Conceptual framework that focuses on the interconnectedness of things, finding elements often to be both causes and effects
System Dynamics
Calculus-based approach to tracing, explaining, predicting, and managing the behaviors of systems and their key elements over time. (invented by Dr. Jay Forester)
The capacity of a system to endure over the long term
Left-hand/Right-hand Column
Powerful technique for begining to see how our mental models operate in particular sistuations. It reveals the ways we manipulate situations to avoid dealing with how we actually think and feel, and thereby prevent a counterproductive situation from improving.
Theory In Use
Mental models in action
Sustainability U.N. Definition
sustainable developement is developement that meets the needs of the present without compromising the ability of future generations to meet their own needs
shows how actions can reinforce or counteract each other
Positive Feedback
effect, around loop, on an initial change is to change it more in the same direction
Negative Feedback
effect, around loop, on an initial change is to change it in the opposite direction to the initial change
Policy Resistance
where policies are delayed, diluted, or defeated by unforeseen reactions of others or of nature
Reference Modes
these document the historical behavior of key elements of the system that is being modeled
Challenging the Clouds
critically examining model boundary assumptions (that are depicted as clouds) for narrowness
Loop Polarity
when series of links leads ultimately back to its source, loops provide feedback to the source that is either reinforcing or balancing
Delay: Material
the passage of something tangible, like product, through a system overtime
Delay: Information
the passage of something intangible, like data through a system overtime
Bounded Rationality
human cognition is actually overwhelmed by complexity and detail. we don't make perfectly rational choices, we satisfice on the first or on early acceptable choice
Model Boundary
the outside limits of the problem as it is being considered
Learning Organization
Any organization in which people continually expand their capacity to create the results they truly desire, where new and expansive patterns o thinking are encouraged and where people continually learn how to learn together
Sustainable Development
development that meets the needs of the present without compromising he ability of future generations to meet their own needs
Supply Chain
a system of organizations, people, technology, information and resources involved in moving a product or service from supplier to customer
Espoused Theory
the "talk", "what I say"
Causal Links
arrows that relate 2 elements from cause to effect, not mere correlation
Link Polarity
how does the effect change because the cause changes? In the same direction or in the opposite? The correct answer leads to inserting a + or - arrow
Causal Loop
2 or more causal links that form a loop, causally leading back to start
Balancing Feedback
effect, around loop, on an initial change is o change it in the opposite direction
System, or Feedback, Delay
interruptions occur in influence, making consequences occur gradually
Boundary Conditions
these define the limits and as a result the elements of the problem being considered, they define the model boundary
Single Loop Learning
information feedback is interpreted simply by existing mental models
Double Loop Learning
information feedback also may stimulate changes in our mental models, leading to new goals, new decision rules and new decisions
Problem Articulation
what is the problem to study, in which specified unexpected consequences (may) occur over time?
Dynamic Complexity
changes over time are not obvious, due to subtle cause & effect loops
Dynamic Hypothesis
the modelers' drawing how they think causes and effects interact over time
System Archetypes
small number of generic, connected strutures that recur and add quick explanatory and intervention value
Dynamic Equilibrium
when flows into and out of a stock are identical so that stock is unchanging
Static Equilibrium
when flows into and out of a stock are all zero
Goal Seeking Behavior
what balancing loops demonstrate, like temperature set on a thermostat