The document discusses factors that influence the use of system thinking in an organization. It identifies several factors that both positively and negatively impact the time available to study and practice system thinking, as well as the quality of solutions developed through its use. These include the complexity of issues, staff turnover, time needed for daily work and implementation, and external incentives or resistance to change. Effectively applying system thinking requires balancing these various pressures.

1. all beginning is
difficult
+
time available for totally available
studying system thinking time
-
time necessary for
daily work complexity of the
+
issue
time invested in studying - +
system thinking -
time available for +
practicing system time necassary for
quality of the + thinking working out a solution
+ analysis of issues -
turnover of staff involved
with system thinking +
quality and applicability
of the proposed solution
+
-
experienced gathered
with system thinking
+
+
+ time for
implementation quality of the
frequency issues tackled implemented solution
+
with system thinking
learning by <time invested in studying
system thinking>
doing
frequency system
thinking was practiced +
awareness of the added
value of system thinking - -
total time needed failing of former apparent policy
solutions resistance of issues
practicing system
thinking on issues in the
organisation +
pressure to come up with
- +
inventive practicing sustainable solutions `pressure'
system thinking
+
training targets + `sit together to
develop models'
external incentive for
practicing system thinking
experimenting with
Significant B.V. + `offer to support and
innovations facilitate inovative
Thorbeckelaan 91 meetings'
3771 ED Barneveld
T 0342 40 52 40 proven applicability in
other organisations
KvK 39081506
info@significant.nl
www.significant.nl