International Center for Outperformance
System Theory Basics

“Modern Outperformcers do not only act differently, but they mostly think differently
International Center for Outperformance
than their competitors. They do not follow the recommended “Best practices”, but
orientate on the “Best thinking” of their talents. This intellectual reorientation
distinguishes themselves from their competitors. Their (break even) performance
is only possibly by their talents, which generate it. Not to humanistic attitude,
but the economic necessity, they have chosen a development which makes
individual ability a source of competitiveness.”
“There are no patent recipes [for outperformance]. By “painting after numbers” no van Gogh
occurs.”
Wohland/Wiemeyer: “Denkwerkzeuge der Höchstleister”, p. 13 & 15, italics added,
own translation into English

System Theory Basics: Agenda
International Center for Outperformance
Ashby's-Law
●
“Peach” model
●
Definitions
●
Overview of the “thinking tools” incl. definition
●
Explanations of single “thinking tools”
●
Similarities and differences between the “thinking tools” and Beyond Budgeting
●
Resources
●
Please note that terms in italics refer to the specific language of the System Theory and are explained in
short in the chapter “Definitions”

Ashby's-Law
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The law of Ashby states that both system and the environment should have the same level of
complexity in order that the system survives.
To conclude: if the complexity of the external market environment rises, the internal complexity of the
organization has also to rise.
The complexity difference between the market and the organization is recognized as market
pressure. Only organizations with enough internal complexity generate market pressure
and are dynamic robust to the market pressure of the competitors.
From the System Theory's point of view “Transformation” of tayloristic organizations means to increase the
internal complexity to the level of the external market complexity. Complexity cannot increased by
traditional planning, budgeting, steering, or control, but only with living human capabilities like
creativity, initiative or intuition.

The “peach” model
To describe the “collapse” of Taylorism in dynamic and complex markets, the “peach” model can be also
International Center for Outperformance
used. This model is based on the General System theory based upon Niklas Luhmann, whose modern
representatives are Gerhard Wohland and Matthias Wiemeyer.
In dull markets (1st picture), in which Taylorism is the leading management model, impulses are transferred
directly from the periphery to the center of the organization. Within the center these impulses are
transferred into steering signals (work directions, budgets, planning, KPI systems, Precess descriptions
etc.). Afterwards the information is passed back to the periphery, where now the reaction to the impulse is
carried out by the periphery.
In complex and dynamic markets (2nd picture) the information derived from the impulses at the periphery
are different from the steering mechanism from the center (directions, budgets) and more up-to-date, the
periphery has a knowledge advance compared to the center. Due to this information difference between the
periphery and the center the steering mechanism from the center “collapse” and are no longer guilty.
Instead the periphery uses their knowledge advance and makes decisions without the center (leadership).
The organization does not proverbially “collapse” but the organization usually creates more and more
centralized functions e.g. Chief Ethics Officers, Chief Innovation Officers etc. or process managers, or
quality managers or policies.

The “peach” model
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With reference to the “peach” model is is important to add that the model itself is not related to
centralization/decentralization and therefore in dynamic markets the center and the periphery are not
linked to decentralization. Within dynamic markets parts of the market-based and dynamic-based tasks
from the center are now self-managed by the periphery. Usually in tayloristic organizations the center
tries to fix the steering whereas modern outperformers focus instead on innovation, leadership and
strategy in the center and the periphery takes on day-to-day business (complete functions are separated
this way into the periphery and the center, s. also “thinking tools” “Symmetrization” and “Problem
Transformation”).
As an example, the function controlling would include an investment planning for a new plant as
innovation of the center and an operative planning of a plant would be day-to-day business within the
periphery.

The “peach” I: Dull markets
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s
er
ld
o
eh
r
ha
S
Decision
Center
Stimulus
Periphery
t
ke
r
Ma
Response
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p.25

The “peach” II: Dynamic and complex markets
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Decision
s
er
old
Decision
h
e
ar
Sh Decision
Center
Decision
Stimulus Decision
t Periphery
ke
r
Ma
Decision
Steering mechanisms from the
center collapse with increasing
Response
complexity and dynamic
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p.25

Definitions
Center / Periphery: Every organization has to cope with the market pressure and the shareholder pressure.
●
Within in dull markets, both affect the center. (s. also “peach” model). Within dynamic markets, the center
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is the collection of functions that are affected by shareholder pressure, periphery is the collection of
functions which are affected by market pressure. Within dynamic markets, the periphery are own centers
of competence besides the center.
Market: the market is the system internal environment for the subsystems suppliers and customers. The
●
market itself is a social system and exists only of communication, which is in this context the exchange
of scarce goods and services.
Market Pressure: is created by organization's that are better than their competitors. Only organizations
●
with enough internal complexity generate market pressure and are dynamic robust to the market
pressure of the competitors.
Steering / Leadership: Steering is the linking of center and periphery in dull markets. Steering are itself
●
directions with a knowledge difference, usually (e.g. in Taylorism) the steering unit has the knowledge
advance compared to the unit which is steered. Typical elements of steering are budgeting, planning,
incentives, KPI systems, process descriptions and work directions. Leadership is the linking between
center and periphery in dynamic markets. Due to the collapse of the steering in dynamic markets, steering
has to be added with leadership (which actually means that decisions have to be made at the periphery
due to the knowledge advance of the periphery and that the periphery self-manges itself). Leadership also
means constructive disturbance of the self-management at the periphery.
Management: is the unit to distinguish between steering and leadership.
●
Operations: are the smallest parts or atoms of a system. They could be chained together and than create a
●
system.

Definitions
Innovation: is an adaptation (or the try) to a changing environment.
●
System: Systems are created if similar operations are linked together as a chain. Every system is divided
●
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into the system and its environment. Each system does exist as long as it can distinguish itself between
system and environment. The single operations of the systems are only internally, external operations
belong to the environment and are not part of the system. A social system's operations is communication,
examples for social systems are a conversation, the economy, organizations and enterprises. Referred to
organizations, the organizations is the system and the market is the system's environment.
Environment: s. System
●
Complexity: s. complex
●
Complex / Complicated: Complexity is an attribute of the system. If not everything can be linked
●
together, than a system is complex. Complex systems can only exist, if they chose their operations by
decision. Due to the fact that there could be decisions differently be met, they are determined by
surprise and several systems are a chain of surprises. Opposite to complexity complication is not an
attribute of the system but a relationship between awareness and “something”, is always relative
and a measurement of uncertainty of an observer and disappears after a learning process.
Trivial: has got the same meaning as complicated.
●
Reference: If a system reacts on an impulse from the environment, which is for organizations the market,
●
this is called an external reference. Within low-dynamic environments, the center often translates the
external impulse into an internal reference which are for example KPI systems or quality management
handbooks, and used within the organization for value creation. If dynamics of the environment increases,
references translated by the center are too slow and instead the periphery has to translates the references
in real time

Definitions
Duality: The expression duality refers to the duality between complex / dynamic and complicate / formal
●
parts. If dynamic is low the little dynamic part is not considerable (this is the core of tayloristic
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organizations). As dynamic grows, so do also its dynamic parts (usually lots of problems than appear and
can't be described due to lacking language). In general both parts (dynamic and formal) depend on each
other and cannot exist without themselves.
The Integration
behind
the Distinction
complicate complex
formal dynamic
”World“
dead living
Steering Management Leadership
Ability
Knowledge Competence
Behavior Values
Culture
Data Information
Communication
Rule Principle
Process
Structure Decision
Method (Problem)tool Idea
..... .... ....
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p. 124; BBTN13, slide 5

Definitions
Dynamic / Dynamics: is originated within Physics and describes the measurement of velocity and the
●
extent of change in the forces on a body. But dynamic also appears within economic markets as a
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result of constriction.
The primary root for constriction of markets is globalization (geographically constriction due to expansion
of local markets abroad). A good metaphor for this constriction of markets is the growing population of
a fungi culture within a petri dish: as the population covers the complete petri dish the space gets narrow
and toxic and fast growing fungi take over. They expand quickly due to constriction. Assigned to economic
markets, this means that in today's market conditions dynamic is more important that size or costs.
Begin Expansion Constriction
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p. 22

Definitions
Taylorism: According to the System Theory Taylorism is not the devision of labor and hierarchy,
–
but the reduction of an organization's level of complexity to the low complexity's level of dull mass marke
it is the preferred outperformance for dull mass markets. (s. also Ashby's-law and the following chart)
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Complexity
man
living
Dull mass
Manufacture Market constriction
markets emerge
/ Outperformance Dynamic organizations
due to globalization
create market pressure
Market pressure
IT rises
Taylorism Traditional organizations
are effected by
market pressure
dead
t
1900 1950 2006
Manufacture Tayloristic Industry Modern Organization
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p. 23

Definitions
Outperformance / Outperformcers: is not “High-Performance”, but a break even performance in a
●
specific environment. In dynamic markets outperformers create the market pressure by using
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outperformance in the value creation. Within in the value creation values and ability are the foundation
for outperformance. Usually outperformance is reached, when the complexity of the environment and
the organization are similar. True outperformance is characterized by the following three points:
Periphery and center are linked by not by steering, but by leadership (s. peach model)
–
The labor devision between periphery and center is divided into day-to-day business and
–
innovation (s. symmetrization)
Periphery and center use symmetric interfaces (s. symmetrization)
–
Performance
Outperformance
C(i): internal complexity
C(e): external complexity
1
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p. 142

Definitions
Knowledge / Ability: To ability is often implicit learn learning also referred to. Ability describes itself the
●
ability to react problem-oriented; it requires a talent and further needs training. Contrary knowledge
consists of statements which will not be denied, further knowledge is complicated.
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Control: is the measurement of distrust and takes places if work is not within the interest of the
●
organization. With reference to dynamic markets it is too laborious and time-consuming.
Rules / Principle: Rules are a cause relationship of “if ... then” which means if there is a specific
●
situation, the rules clearly state the action without requiring a decision. Contrary a principle is always guilty
without any requirements. When a principle is applied no action takes place at once but a
decision is required before an action takes place. Because people can make a wrong decision a
principle always implies a responsibility by the person who made the decision.
Dead / Living: Dead systems are for instance computers or machines whereas living systems are
●
humans. But humans could also act dead e.g. in a tayloristic organization. The living is finally
responsible to create market pressure in today's highly complex markets, because only living things can
cope with the daily surprises of high dynamics e.g. with creativity, talent, intuition and decision making.
Data / Information: Data are formal structures and only they can be saved, transported und processed
●
by computers. Contrary information are an event within the consciousness and cannot therefore
be transported, processed or saved.
Behavior / Value: Behavior is like the front stage of the organization's culture. Behavior is usually
●
determined by rules or fostered using incentives or punishment Contrary values are like the back stage of
an organization's culture and form the emotional elements of the memory of a single person or an entire
organization. Values reduce the complexity of the communication and therefore enable the increase of
specific complexity; further values do not ensure a specific behavior.

Overview of the “thinking tools”
International Center for Outperformance
A “thinking tool” or in short “tool” is a thinking pattern of an outperformance organization
researched and described by Gerhard Wohland and Matthias Wiemeyer.
The “thinking tools” of the outperformers all aim to increase the dynamic part of a problem (s. duality),
●
they are no substitute for conventional approaches and make up about 10% of a consultancy project from
comperdi GmbH (world's main management consultancy for the thinking tools, www.comperdi.de)
They are all based on the General System Theory described on the slides before
●
They are all except Beyond Budgeting created and researched by Gerhard Wohland and Matthias
●
Wiemeyer
Please get in contact directly with Mr. Wohland (gerhard.wohland@benmark.net) for detailed information
●
in English (s. below for six descriptions), German speaking readers can get explanations here:
http://comperdi.de/de/kompetenz/hoechstleister/Hoechstleister.html or more detailed in the book
“Denkwerkzeuge der Höchstleister” (engl. “Thinking tools of the outperformers”, the book and further
publications from Mr. Wohland and Mr. Wiemeyer are only available in German)
They can be split into four parts:
●

Overview of the “thinking tools”
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Function-based
General
thinking tools
thinking tools (incl. Beyond Budgeting)
Industry-based Supporting
thinking tools thinking tools

Overview of the “thinking tools”
International Center for Outperformance
General Thinking tools
Culture-Observation / Kultur-Beobachtung
●
Problem-Transformation
●
Dual Process-Design / Duale Prozess-Gestaltung
●
Strategy-Development / Strategieentwcklung
●
Dual Value Creation / Duale Wertschöpfung
●
Federative Organization / Förderative Organisation
●
Federative Topic Leadership / Förderative Fachführung
●
Interest Management / Interessenmanagmenet
●

Overview of the “thinking tools”
International Center for Outperformance
Function-based thinking tools
Symmetrizing of interfaces / Symmetrisierung von Schnittstellen
●
Beyond Budgeting
●
Transmethodical Projectmanagement / Transmethodisches Projektmanagement
●
Damage prevention and restoration / Havarieprävention und -sanierung
●

Overview of the “thinking tools”
International Center for Outperformance
Industry-based thinking tools
Industrialization within the Assurance Industry / Industrialisierung in der Assekuranz
●
Dual Value Creation / Duale Wertschöpfung
●
Organizational Development in the pubic sector / Organisationsentwicklung im öffentlichen Bereich
●

Overview of the “thinking tools”
International Center for Outperformance
Supporting thinking tools
Master/Student Relationship / Meister/Schüler
De-democtratization / Ent-Demokratisierung ●
●
Verhältnis
Entsorgung von Gammel-Tatsachen
●
Master-loges / Meister-Logen
●
Castrated Workshops / kastrierte Workshops
●
Morale Desinfection / Moral-desinfektion
●
Ko-Management
●
Meeting handcraft / Sitzung-Handarbeit
●
Competence Management Symbolic Action / Symbolische Art
● ●
Talent-Fostering / Talent-Förderung
●
Constructive irritation / Konstruktive irritation
●
Affliction Work / Trauerarbeit
●
Lab / Labor
●
Chained Interviews / Verkettete Interviews
●
Local Competece / Lokale Kompetez
●
Relationships within complexity / Verwandschaft im
●
Komplexen

Explanations of single “thinking tools”
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1. Symmetrization
2. Dual Process Development
3. Problem Transformation
4. Culture Observation
5. Strategy development
6. Economic Outsourcing

Symmetrization
Symmetrization of interfaces is the most important “thinking tool” to create an dynamic robust
organization that generates market pressure. Key to understand “symmetrization” is that there is no
distinction between central and decentral, but a new devision of labor between the periphery and the
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center which depends on the separation between innovation and day-to-day business. Core the this
“thinking tool” is to the symmetrization of the asymmetric linking of center of periphery (the steering
which is collapsed before). External symmetrization uses outsourcing, whereas internal symmetrization
uses the distinction between innovation and day-to-day business. Within the internal symmetrization day-
to-day business is reintegrated into the value creation and the periphery; the linking between innovation
and day-to-day business is done by projects.
Asymmetric internal interface Symmetric internal interface
Leadership
Central service Central service
Symmetri-
zation
Innovation Innovation
Day-to-day business
Steering Project
service service
center
service
service right
periphery
Day-to-day business
value creation
value creation
customer
customer
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p. 227

Dual Process Development
A process is a chronological sequence of operations, which are linked to a shared problem and which are
divided into two single groups and represent this way the duality of the process. The first group of
operations are those which are repeated each time (they are the structure) and due to this fact are fixed
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within a process description that depends on rules. The second group are operations which built a
reaction to surprise and therefore cannot be fixed within a process description but usually handled
individually by people using principles. If dynamics are low, there a few surprises, which will be solved
with a common sense or viewed as a higher interference. Usually in low dynamics new processes are
initiated afterwards a surprise. If dynamics are high, there are more surprises and fewer repetition takes
place. In high dynamics the original process description is not altered (only the structure of the process
gets smaller and therefore the process description is shorter, too), but as surprise shows up, decisions
based on principles are required for action. In this way the rules (process descriptions) are replaced by
principles and people capable of making decisions.
High dynamics
Low dynamics
Problem-solving technology:
People with ideas
d e p le
su ion
e
ris
i
ing
cis
inc
rp
li v
pr
ion
1 2 3 4 5
re
tu
tit
ad
uc
pe
le
de
ru
s tr
re
Problem-solving technology:
”Process“-description
Low-dynamic High-dynamic
problem problem
Source: BBTN13, slide 11

Problem Transformation
A problem is an impulse on a system, which cannot be ignored by the system and therefore has to be coped
with. Problems are dual: a method can be used to solve similar problems, an idea can be used to solve new
ones. An arising problem can only be transformed, if its single parts are divided into complicated and
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complex parts, usually by functions which is represented in the following chart (the second chart shows also
the devision between complicated using methods and complex using the “thinking tools”).
complicated, Project
methods are used
Management Management
g
Ste to solve problems n
eri
e
e ri
ur
te
ng
/S
ct
/L
ru
p
i
ea sh
st
de er Qualifi-
IT rsh d e
dg
a
Couple
Le bility / Knowle
ip cation
d / Ne
utral A
V
complex alue
tion creat
a
timiz ing /
Be
/ Op ve Para
i t te
rat
ction sitic
rm
edu e Sales
ed
R en
Costs t /S
/ F Ideas are used to
tic tee
solve problems
ris rin
ylo g Knowledge
a
T
Management
Organization
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p. 196

Problem Transformation
Problem
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Problem Transformation
Static Dynamic
Static
components components
Methods and
Thinking tools
Standards
Solution Solution
Final solution
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p. 198

Culture Observation
Culture is the unit of distinction between behavior and values, which both exist side-by-side and not one
after another. Neither from the values can be the behavior concluded nor from the behavior can be the
values concluded. Within tayloristic organizations in low dynamics, a behavior-based culture is adequate,
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but with increasing dynamics values, and the corresponding value-based culture cannot be ignored.
Behavior in tayloristic organizations is governed through steering e.g. directions, arguments, rules,
incentives, punishment and threat; values are usually derived from society. In high dynamics the quality of
the value-based culture is a critical success factor; the value-based culture itself consists of ideas, insight,
role models and experiences.
Behavior-based culture Value-based culture
(tayloristic-dull/slow) (post-tayloristic/dynamic)
Values (thinking)
Behavior (doing)
Consists
What‘s behind
What you can see
of:
and cannot be changed by decision.
and change by decision.
Steering (complicated) Leadership (complex)
Governed
through: Extrinsic motivation to behavior Intrinsic motivation to thinking
can be changed can only be observed
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p. 169; BBTN13, slide 13

Strategy development
If the way towards a Target can be determined in advance, a plan, which describes in detail and obligatory
for all further actions, is adequate. Contrary a strategy, which is not fixed, is required if the way can only
be found after departure. During a strategy there is at first an empty strategy space between Actual and
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Target. Within this strategy space decisions can be met and action can be carried out, before asking
question before. In this way strategy is an requirement for flexible organizations; a requirement for a link
between central leadership and decentral autonomy. Further strategy is created by leaving out things.
5
Target
4 (Targets)
2
1
6
e
spac
Actual
y
ateg
(Current
Str
Status) 3
Possible ways
Strategy adverse way
Source: Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007, p. 224

Economic Outsourcing
From the System Theory's point of point the aim of outsourcing in not to achieve economies of scale and to
International Center for Outperformance
cut costs, but to adapt to high dynamics. Outsourcing is a means to reduce manufacturing levels and plays
an important role to “transform” tayloristic organizations. Only organizations that focus on single parts, can
compete in high dynamics; these parts refer to the core competence, everything else can be outsourced.
When offerings are also available from suppliers, they are referred to as shell competence and do not
contribute to the competitiveness of an organization due to the fact that the offering is freely available for
others on the supplier market. To distinguish between core and shell competence both internal and external
references are used and four cases are possible. They are shown in the following chart and explained
afterwards in short.
supplier market
(external reference)
missing
existing
1 3 Buy core
Buy shell
(“Santa Clause“
(outsourcing)
Business we buy it! interface)
intention
(internal
2
4
reference) we make it
Make shell
Make core
ourselves! (waste/muda)
Source: BBTN13, slide 15

Economic Outsourcing
Case 1 and 2 are in harmony, in case 3 and 4 there are conflicts.
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Case 1 is the ideal case for the own production of core competences. The organization can distinguish
itself from the competitors because the offering is not available on another market.
Case 2 is the ideal case for outsourcing, costs are cut and quality and flexibility are increased
automatically.
Case 3 is in conflict with internal and external distinction between core competences. There are three
possibilities: A the competence will be bought from a supplier that has no competitors and can set
prices and quality, B the outsourcing is assured by creating a market, C Partnership with supplier
instead of outsourcing.
A “Santa Clause” interface is created if the steering of a asymmetric interface collapses: within
tayloristic organization performance generation and consumption a linked by an asymmetric interface
with steering, after the collapse of the steering performance generation is overloaded and
interference makes the problem even worse.
Case 4 There are two possibilities: A costs are higher than the costs of the supplier and waste is
generated (often as a result of a collapsed steering when the internal supplier is operating without
market pressure), B the organization has the same performance as the supplier or is even better and
therefore has to offer the product/service on a market e.g. to expand to new markets.

Similarities and differences between the
“thinking tools” and Beyond Budgeting
Similarities:
International Center for Outperformance
The world has changed: complexity and dynamic increased.
●
Taylorism fails within highly complex and highly dynamic markets.
●
Both use the “peach model” to explain the collapse of Taylorism (the peach model was originally taken
●
over from Mr. Wohland and Mr. Wiemeyer by the Beyond-Budgeting-Community.
Differences:
The System Theory refers to “market pressure” whereas Beyond Budgeting refers to “market pull”.
●
Within the System Theory functions are separated into complicated and complex parts whereas functions
●
no longer exist within a devolved network structure.
Within a devolved network structure no center exists, further innovation is part of every employee's job
●
within the Beyond-Budgeting-Model and not the center's.
From the System Theory's point of view Beyond Budgeting is a “Thinking Tool” among others whereas
●
Beyond Budgeting considers itself to be a leadership model (or management model).
The meaning of several System Theory expressions are not similar within the Beyond-Budgeting-Model.
●

Resources
Online Resources:
XING Beyond Budgeting Forum
●
Video: “Führen mit flexiblen Zielen”, accessed 22th July 2008: http://www.youtube.com/watch?v=iE3xfKAJ9EE
International Center for Outperformance
●
BBTN13 - Dynamic Robust Problem Solving, accessed 13th August 2008 through www.bbtn.org
●
Comperdi GmbH Homepage: www.comperdi.de, accessed 14th August 2008, single webpages
●
include:
http://www.comperdi.de/de/kompetenz/hoechstleister/Hoechstleister.html
http://www.comperdi.de/de/kompetenz/hoechstleister/allgemeine_werkzeuge/uebersicht_allgemeine_werkzeuge/allgemeine_W
erkzeuge_1.html
http://www.comperdi.de/de/kompetenz/hoechstleister/allgemeine_werkzeuge/uebersicht_allgemeine_werkzeuge/allgemeine_W
erkzeuge_1.html
http://www.comperdi.de/de/kompetenz/hoechstleister/branchenbezogene_werkzeuge/uebersicht_branchenbezogene_werkzeug
e/uebersicht_branchenbezogene_Werkzeuge.html
http://www.comperdi.de/de/kompetenz/hoechstleister/hilfswerkzeuge/uebersicht_hilfswerkzeuge/uebersicht_Hilfswerkzeuge.ht
ml
Books:
Pflaeging, Niels: “Führen mit flexiblen Zielen. Beyond Budgeting in der Praxis.”, Campus, 2006
●
Wohland, Gerhard; Wiemeyer, Matthias: “Denkwerkzeuge der Höchstleister”, Murmann 2007
●
(main resource)
Senge, Peter: “The fifth discipline. The art and practice of the learning organization.”, DoubleDay 2006
●

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License:
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Credit: \"International Center for Outperformance (http://intco.org)\" within the reference list
Recommended Quotation:
ICO35 – System Theory Basics, accessed on xx.xx.xxxxx through http://intco.org