Systems thinking
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Systems Thinking is a way of seeing and talking about reality that helps us better understand and work with organization and communities to influx the quality of our lives.
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Ot chapter 5
1) The document discusses different levels of strategy for organizations including corporate level strategy, which determines what businesses an organization will be in, and business level strategy, which determines how an organization will compete within each business.
2) It also summarizes various frameworks for classifying strategies such as Miles and Snow's four strategic types of defenders, prospectors, analyzers, and reactors.
3) Porter's three generic competitive strategies are also outlined as cost leadership, differentiation, and focus.
Learning Innovation Meeting 2/4/09 A Different Take On Systems Thinking
The document introduces systems thinking and a systems thinking tool called the "system matrix". It discusses logical, causal, reductionist and holistic thinking styles. It then details the system matrix which organizes a system's fundamental values, measures, control, interface, future purposes, inputs, outputs, process steps, environment, and enablers. The group will do an exercise applying the system matrix to issues with Learning Innovation Island.
Rethinking Systems Thinking: Learning and coevolving with the world
Abstract
Much of systems thinking, as commonly espoused today, was developed by a generation in the context of the 1960s to 1980s. Almost all of the luminaries of that era have passed on. In the 2010s, has system thinking changed with the world in which it is to be applied? Is systems thinking learning and coevolving with the world? Some contemporary systems thinkers continue to push the frontiers of theory, methods and practice. Others situationally increment the traditions of their preferred gurus, where approaches proven successful in prior experiences are replicated for new circumstances. Founded on interactions with a variety of systems communities over the past 15 years, three ways to rethink systems thinking are proposed:
1. Reorient systems thinking beyond “parts and wholes” towards “learning and coevolving”.
2. Learn where the service economy and the anthropocene are new, anticipating deutero and trito levels.
3. Coevolve the episteme, techne and phronesis across systems thinking, for both the living and non-living.
These proposed ways are neither exhaustive nor sufficient. The declaration that systems thinking should be rethought may itself be controversial. If, however, systems thinking is to be authentic, the theory, methods and practices with which we engage a changing world may require attention.
Citation
David Ing, "Rethinking Systems Thinking: Learning and coevolving with the world", (plenary address), 56th Annual Meeting of the International Society for the Systems Sciences, at San Jose State University, July 16, 2012.
Video available at http://media.isss.org/podcasts/systems-thinkers-at-large/20121126-david-ing-rethinking-1280x720 and http://media.isss.org/media/20121126-david-ing-rethinking-480
Intro to Systems Thinking
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
Systems Thinking U.S Aviation Industry Stormy Weather
The document presents a case study on systems thinking. It discusses problems in the US airline industry, including widespread flight delays and cancellations that frustrate customers and cause losses. It analyzes symptoms like growing passenger numbers and outdated infrastructure. Through tools like causal loop diagrams, it identifies the root causes as the "tragedy of the commons" situation where individual airlines overuse common resources without coordination. The suggested solution is for airlines and the government to collaborate on upgrading infrastructure, technologies, and incentives to better plan for shared resources and demand.
Thinking about Teaching Systems Thinking with Technology
This document discusses teaching systems thinking concepts to K-12 students. It defines systems thinking as viewing problems as interconnected parts of a whole system rather than isolated events, and emphasizes modeling systems and their dynamics over time. Examples are given of education and supermarket systems. The document recommends using modeling software and "roadmaps" to develop students' understanding of feedback loops, stocks and flows. The goal is to create "systems citizens" who can analyze complex problems systemically.
agile in context of systems thinking and lean
This document discusses agile in the context of systems thinking and lean. It notes that agile originated in 2001 while systems thinking and lean have their origins in the 1950s. It then lists some practical outcomes of applying systems thinking and lean such as creating a pull system by defining present and future states and eliminating waste. Similarly, it outlines practical outcomes of agile such as delighting customers using a Lean Canvas, mitigating risks with big visible charts during development, and delivering an MVP while understanding common errors.
Complex Adaptive Systems Thinking (CAS*T) approach to IT Investments
The main research idea of my Ph.D. thesis (June, 2015) is to develop a strategic IT investment framework using primarily military concepts as a basis.
On the one side we discuss the most influencing military thinkers in Belgian Defense Karl von Clausewitz and in the USA John Boyd (together with Karl von Clausewitz). On the other hand, the causes and consequences of a fairly new concept Network-Centric Warfare (NCW) are investigated because NCW has dramatically changed the way in which military operations are undertaken and it is based on an intensive use of Information and Communication Technology (ICT).
The first group of research questions deals with the relevance of military theories (von Clausewitz, Boyd’s OODA (Observe – Orient -Decide - Act), United States Marine Corps Command-and-Control (USMC C2) spectrum and NCW) for a contemporary company.
The second major group research questions whether it is good idea to combine Complexity Thinking (CxT) and Systems Thinking (ST) to study Complex Adaptive Systems (CAS). We believe ST is necessary in addition to CxT because ST focuses also on the design of human-made CAS (based on restrictions imposed by humans in the organization and in the environment). Special attention is given to the extension of the Cynefin Framework which is a generic sense-making framework (situational awareness). It defines different spaces each with specific characteristics for management (as IT-investments) and leadership.
The purpose of our CAS*T framework (Complex Adaptive Systems Thinking) is to determine leverage points in the organization in general and IT in particular (adapting Enterprise Architecture). Since situational awareness is essential, we propose our Intelligence Base.
Concerning the research methods, we note that specific to this study we start from the military sciences to create an IT investment framework in the business domain. This requires abstraction of military concepts to transform them into business concepts.
Feedback always welcome: Marc.Rabaey@gmail.com
Recommended
Ot chapter 5
1) The document discusses different levels of strategy for organizations including corporate level strategy, which determines what businesses an organization will be in, and business level strategy, which determines how an organization will compete within each business.
2) It also summarizes various frameworks for classifying strategies such as Miles and Snow's four strategic types of defenders, prospectors, analyzers, and reactors.
3) Porter's three generic competitive strategies are also outlined as cost leadership, differentiation, and focus.
Learning Innovation Meeting 2/4/09 A Different Take On Systems Thinking
The document introduces systems thinking and a systems thinking tool called the "system matrix". It discusses logical, causal, reductionist and holistic thinking styles. It then details the system matrix which organizes a system's fundamental values, measures, control, interface, future purposes, inputs, outputs, process steps, environment, and enablers. The group will do an exercise applying the system matrix to issues with Learning Innovation Island.
Rethinking Systems Thinking: Learning and coevolving with the world
Abstract
Much of systems thinking, as commonly espoused today, was developed by a generation in the context of the 1960s to 1980s. Almost all of the luminaries of that era have passed on. In the 2010s, has system thinking changed with the world in which it is to be applied? Is systems thinking learning and coevolving with the world? Some contemporary systems thinkers continue to push the frontiers of theory, methods and practice. Others situationally increment the traditions of their preferred gurus, where approaches proven successful in prior experiences are replicated for new circumstances. Founded on interactions with a variety of systems communities over the past 15 years, three ways to rethink systems thinking are proposed:
1. Reorient systems thinking beyond “parts and wholes” towards “learning and coevolving”.
2. Learn where the service economy and the anthropocene are new, anticipating deutero and trito levels.
3. Coevolve the episteme, techne and phronesis across systems thinking, for both the living and non-living.
These proposed ways are neither exhaustive nor sufficient. The declaration that systems thinking should be rethought may itself be controversial. If, however, systems thinking is to be authentic, the theory, methods and practices with which we engage a changing world may require attention.
Citation
David Ing, "Rethinking Systems Thinking: Learning and coevolving with the world", (plenary address), 56th Annual Meeting of the International Society for the Systems Sciences, at San Jose State University, July 16, 2012.
Video available at http://media.isss.org/podcasts/systems-thinkers-at-large/20121126-david-ing-rethinking-1280x720 and http://media.isss.org/media/20121126-david-ing-rethinking-480
Intro to Systems Thinking
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
Systems Thinking U.S Aviation Industry Stormy Weather
The document presents a case study on systems thinking. It discusses problems in the US airline industry, including widespread flight delays and cancellations that frustrate customers and cause losses. It analyzes symptoms like growing passenger numbers and outdated infrastructure. Through tools like causal loop diagrams, it identifies the root causes as the "tragedy of the commons" situation where individual airlines overuse common resources without coordination. The suggested solution is for airlines and the government to collaborate on upgrading infrastructure, technologies, and incentives to better plan for shared resources and demand.
Thinking about Teaching Systems Thinking with Technology
This document discusses teaching systems thinking concepts to K-12 students. It defines systems thinking as viewing problems as interconnected parts of a whole system rather than isolated events, and emphasizes modeling systems and their dynamics over time. Examples are given of education and supermarket systems. The document recommends using modeling software and "roadmaps" to develop students' understanding of feedback loops, stocks and flows. The goal is to create "systems citizens" who can analyze complex problems systemically.
agile in context of systems thinking and lean
This document discusses agile in the context of systems thinking and lean. It notes that agile originated in 2001 while systems thinking and lean have their origins in the 1950s. It then lists some practical outcomes of applying systems thinking and lean such as creating a pull system by defining present and future states and eliminating waste. Similarly, it outlines practical outcomes of agile such as delighting customers using a Lean Canvas, mitigating risks with big visible charts during development, and delivering an MVP while understanding common errors.
Complex Adaptive Systems Thinking (CAS*T) approach to IT Investments
The main research idea of my Ph.D. thesis (June, 2015) is to develop a strategic IT investment framework using primarily military concepts as a basis.
On the one side we discuss the most influencing military thinkers in Belgian Defense Karl von Clausewitz and in the USA John Boyd (together with Karl von Clausewitz). On the other hand, the causes and consequences of a fairly new concept Network-Centric Warfare (NCW) are investigated because NCW has dramatically changed the way in which military operations are undertaken and it is based on an intensive use of Information and Communication Technology (ICT).
The first group of research questions deals with the relevance of military theories (von Clausewitz, Boyd’s OODA (Observe – Orient -Decide - Act), United States Marine Corps Command-and-Control (USMC C2) spectrum and NCW) for a contemporary company.
The second major group research questions whether it is good idea to combine Complexity Thinking (CxT) and Systems Thinking (ST) to study Complex Adaptive Systems (CAS). We believe ST is necessary in addition to CxT because ST focuses also on the design of human-made CAS (based on restrictions imposed by humans in the organization and in the environment). Special attention is given to the extension of the Cynefin Framework which is a generic sense-making framework (situational awareness). It defines different spaces each with specific characteristics for management (as IT-investments) and leadership.
The purpose of our CAS*T framework (Complex Adaptive Systems Thinking) is to determine leverage points in the organization in general and IT in particular (adapting Enterprise Architecture). Since situational awareness is essential, we propose our Intelligence Base.
Concerning the research methods, we note that specific to this study we start from the military sciences to create an IT investment framework in the business domain. This requires abstraction of military concepts to transform them into business concepts.
Feedback always welcome: Marc.Rabaey@gmail.com
Systems thinking for everyone
In simplifying and solving one mess, how often have you discovered (or even spawned) another? Or, perhaps you’ve got a bomber user experience strategy but struggle to communicate it’s nuances to stakeholders and content creators–a beautiful labyrinth that no one but you can navigate. This talk provides specific strategies for cultivating systems thinking–and action–in yourself, your team, and with your clients.
- Prime the brain(s) for systems thinking
- Embrace, navigate, and communicate complexity
- Take action and build trust through experimentation and failure
Systems thinking for ultimate agility
Systems thinking in a nutshell
System and component
System Engineering in software development
Activity – The natural system
Activity – Let’s build a system (guided)
Systems Thinking - Application to a live business problem
We used the systems thinking approach and applied it to a live-business problem, and were surprised with the simulated results. Problem solution can be extended to any problem with known constraints - and hence quite generic in approach!
Lean Inventive Systems Thinking Work Book
The workbook leads the user through the elements of Crafitti's "Lean Inventive Systems Thinking" framework applied to accelerate innovative thinking in business and technology contexts.
EngD in Systems (thinking)
This is a presentation into the EngD in Systems programme, Systems Thinking and Systems Engineering and my research.
AASHE 2014 Mind Mapping: A Systems Thinking Application for Change Management
This document provides an overview of a workshop on using mind mapping for change management. The workshop introduces mind mapping as a tool to visualize systems and strategize approaches to issues through identifying stakeholders, opportunities, and relationships. It outlines the agenda which includes a presentation on mind mapping frameworks, a mind mapping activity, and feedback. The goals are for participants to practice applying systems thinking, design thinking, and project management with mind mapping and to develop strategic maps and plans to address issues in their organizations.
Systems Thinking and Unthinkable Thoughts
The talk I gave at the 2015 IxDA Education Summit about using systems thinking and emergence as a lens to integrate systems thinking/emergence, distributed cognition, Christopher Alexander's pattern languages, scenarios, and lean processes.
Introducing Complexity and Systems Thinking
This presentation introduces complexity and systems thinking, and how they relate to the social determinants of health.
Aziza Mahamoud, Research Associate, Systems Science and Population Health
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
Sustainability-Management Using Systems Thinking in Indian Hotel Industry by ...
Sustainability-Management Using Systems Thinking in Indian Hotel Industry by ...Baijnath Pandey (Emcee Pandey)
An award winning research work, using snowball sampling technique to help Indian Hotels achieve sustainability using Systems Thinking. This paper provides an overview of the systems-thinking approach and its application in the Indian Hotel Industry perspective. This study shows that systems-thinking has proved to be an effective and powerful tool to explain the complexities of the systems in a hotel. It has helped to simplify, clarify and more importantly integrate isolated problems associated with the industry, and provided a mechanism for group learning and decision making to achieve desirable outcomes. The paper, thus, is an attempt to analyse some of the most pressing-issues of Indian hotel industry and then finally apply systems-thinking to solve them for sustainable development.Systems Thinking
1. Systems thinking views the world as interconnected systems where everything influences everything else through mutual interaction. It focuses on seeing the relationships rather than individual parts.
2. Systems are influenced by both internal feedback loops and time delays, often leading to unintended consequences. The structure of a system determines its behavior over time.
3. Systems thinking tools like causal loop diagrams, stock and flow diagrams, and system archetypes can help analyze systems and better understand their non-linear dynamics. However, models are simplifications and our ability to infer implications is limited without simulation.
Executive Systems Thinking Seminar - March 3 2015
This document outlines an executive systems thinking training seminar presented by Robert Steele of Systainability Asia. The seminar introduces systems thinking as an effective problem analysis and solution approach and shares practical systems thinking tools. It aims to help participants understand how systems shape societal behavior and develop long-term solutions to social issues. The seminar covers the basic concepts of systems thinking, including defining a system, common systems thinking tools and language, and uses the "system iceberg" model to help unravel complexity and discover root causes of behavior.
A Systems Thinking Approach to Benefits Realization Planning
Organizations almost invariably do a poor job with Benefits Realization.
The Sponsor fails to take accountability for benefits after the project delivers, there's a failure to effectively plan for and agree on measurements of success, or underinvestment in organizational change management to ensure successful transition into BAU.
Learn how to use Systems Thinking to overcome these common problems.
Systems Thinking with Peter Senge & Raju Mandhyan
The document discusses concepts from systems thinking and leadership. It explores ideas like mental models, shared vision, team learning, and personal mastery. It emphasizes seeing interconnections rather than isolated parts, and adapting to continuous change. The overall message is that organizations and individuals need awareness, flexibility and a deep understanding of complex relationships to thrive in today's world.
Design Tools for Systems Thinking
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
CNC Programmingmodifies examination 1
The document discusses CNC programming and machining. It defines CNC and describes how a typical CNC system consists of six main elements: the part program, program input device, machine control unit, drive system, machine tool, and feedback system. It then explains key aspects of CNC programming including common G and M codes, tool paths, absolute and incremental positioning, and provides an example program.
Business value by systems thinking
Business Value with Systems Thinking session presented at Agile2010 by Portia Tung and Pascal Van Cauwenberghe
Systems Thinking & The Building Blocks of Health Systems
This document provides an overview of a lecture on systems thinking and the building blocks of health systems. It introduces systems thinking and discusses the key concepts of complex adaptive systems, feedback loops, and system archetypes. It also outlines the six building blocks of health systems according to the WHO's framework: service delivery, health workforce, information, medical products and technologies, financing, and leadership and governance. The document aims to help students understand how to apply a systems thinking perspective to analyzing and strengthening health systems.
Introduction to Systems Thinking
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system.
But what does it all mean really and how does it apply to our businesses? What does it take to have a systems thinking or holistic view and approach?
In this presentation, we'll take a look at systems thinking, how we can get into this mindset and how it is used in the real world. With some interactive exercises, historical and present examples we hope this session will leave you with an understanding of systems thinking and its many benefits.
Retrospective application of systems thinking and isomorphism to a complex mu...
Here we present a case-based talk that applies both systems thinking and the concept of isomorphism to a complex, mulch-institutional college bridge program. For more information please contact Patrick Barlow at Pbarlow1@utk.edu
Systemsthinking 12632353422762 Phpapp01
1. Systems thinking views the world as interconnected systems where everything influences everything else through mutual interaction. It focuses on seeing the relationships rather than individual parts.
2. Systems are influenced by both reinforcing and balancing feedback loops. Reinforcing loops lead to growth while balancing loops seek to achieve and maintain goals or equilibrium.
3. Understanding systems requires analyzing the stocks and flows within the system and how they interact over time, as the implications of changes may not be immediately apparent due to delays in cause and effect.
LKES17 - Systems Thinking applied though Kanban Cadences
Systems thinking is a perspective that helps understand systems and influence outcomes. A system has interacting parts forming a unified whole with a purpose. Feedback loops within systems either reinforce or balance behaviors over time. An organization is a complex adaptive system. Kanban cadences like service delivery reviews and operational reviews examine trends, blockers, decisions and missing topics to improve flow efficiency and predictability as a "system of systems". Leverage points to shift mindsets and paradigms include goals, rules, delays and information flows.
Stephanie Ryan
The document discusses systems thinking as a process for understanding complex issues by examining interrelationships and interdependencies rather than individual parts or linear cause-and-effect relationships. It provides an example of how systems thinking can help a company called Acme Co. address problems by viewing them as interconnected rather than as isolated issues. The document also discusses various patterns that can emerge in systems, such as limits to success, and provides questions to help identify leverage points to address constraints and sustain growth.
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Systems thinking for everyone
In simplifying and solving one mess, how often have you discovered (or even spawned) another? Or, perhaps you’ve got a bomber user experience strategy but struggle to communicate it’s nuances to stakeholders and content creators–a beautiful labyrinth that no one but you can navigate. This talk provides specific strategies for cultivating systems thinking–and action–in yourself, your team, and with your clients.
- Prime the brain(s) for systems thinking
- Embrace, navigate, and communicate complexity
- Take action and build trust through experimentation and failure
Systems thinking for ultimate agility
Systems thinking in a nutshell
System and component
System Engineering in software development
Activity – The natural system
Activity – Let’s build a system (guided)
Systems Thinking - Application to a live business problem
We used the systems thinking approach and applied it to a live-business problem, and were surprised with the simulated results. Problem solution can be extended to any problem with known constraints - and hence quite generic in approach!
Lean Inventive Systems Thinking Work Book
The workbook leads the user through the elements of Crafitti's "Lean Inventive Systems Thinking" framework applied to accelerate innovative thinking in business and technology contexts.
EngD in Systems (thinking)
This is a presentation into the EngD in Systems programme, Systems Thinking and Systems Engineering and my research.
AASHE 2014 Mind Mapping: A Systems Thinking Application for Change Management
This document provides an overview of a workshop on using mind mapping for change management. The workshop introduces mind mapping as a tool to visualize systems and strategize approaches to issues through identifying stakeholders, opportunities, and relationships. It outlines the agenda which includes a presentation on mind mapping frameworks, a mind mapping activity, and feedback. The goals are for participants to practice applying systems thinking, design thinking, and project management with mind mapping and to develop strategic maps and plans to address issues in their organizations.
Systems Thinking and Unthinkable Thoughts
The talk I gave at the 2015 IxDA Education Summit about using systems thinking and emergence as a lens to integrate systems thinking/emergence, distributed cognition, Christopher Alexander's pattern languages, scenarios, and lean processes.
Introducing Complexity and Systems Thinking
This presentation introduces complexity and systems thinking, and how they relate to the social determinants of health.
Aziza Mahamoud, Research Associate, Systems Science and Population Health
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
Sustainability-Management Using Systems Thinking in Indian Hotel Industry by ...
Sustainability-Management Using Systems Thinking in Indian Hotel Industry by ...Baijnath Pandey (Emcee Pandey)
An award winning research work, using snowball sampling technique to help Indian Hotels achieve sustainability using Systems Thinking. This paper provides an overview of the systems-thinking approach and its application in the Indian Hotel Industry perspective. This study shows that systems-thinking has proved to be an effective and powerful tool to explain the complexities of the systems in a hotel. It has helped to simplify, clarify and more importantly integrate isolated problems associated with the industry, and provided a mechanism for group learning and decision making to achieve desirable outcomes. The paper, thus, is an attempt to analyse some of the most pressing-issues of Indian hotel industry and then finally apply systems-thinking to solve them for sustainable development.Systems Thinking
1. Systems thinking views the world as interconnected systems where everything influences everything else through mutual interaction. It focuses on seeing the relationships rather than individual parts.
2. Systems are influenced by both internal feedback loops and time delays, often leading to unintended consequences. The structure of a system determines its behavior over time.
3. Systems thinking tools like causal loop diagrams, stock and flow diagrams, and system archetypes can help analyze systems and better understand their non-linear dynamics. However, models are simplifications and our ability to infer implications is limited without simulation.
Executive Systems Thinking Seminar - March 3 2015
This document outlines an executive systems thinking training seminar presented by Robert Steele of Systainability Asia. The seminar introduces systems thinking as an effective problem analysis and solution approach and shares practical systems thinking tools. It aims to help participants understand how systems shape societal behavior and develop long-term solutions to social issues. The seminar covers the basic concepts of systems thinking, including defining a system, common systems thinking tools and language, and uses the "system iceberg" model to help unravel complexity and discover root causes of behavior.
A Systems Thinking Approach to Benefits Realization Planning
Organizations almost invariably do a poor job with Benefits Realization.
The Sponsor fails to take accountability for benefits after the project delivers, there's a failure to effectively plan for and agree on measurements of success, or underinvestment in organizational change management to ensure successful transition into BAU.
Learn how to use Systems Thinking to overcome these common problems.
Systems Thinking with Peter Senge & Raju Mandhyan
The document discusses concepts from systems thinking and leadership. It explores ideas like mental models, shared vision, team learning, and personal mastery. It emphasizes seeing interconnections rather than isolated parts, and adapting to continuous change. The overall message is that organizations and individuals need awareness, flexibility and a deep understanding of complex relationships to thrive in today's world.
Design Tools for Systems Thinking
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
CNC Programmingmodifies examination 1
The document discusses CNC programming and machining. It defines CNC and describes how a typical CNC system consists of six main elements: the part program, program input device, machine control unit, drive system, machine tool, and feedback system. It then explains key aspects of CNC programming including common G and M codes, tool paths, absolute and incremental positioning, and provides an example program.
Business value by systems thinking
Business Value with Systems Thinking session presented at Agile2010 by Portia Tung and Pascal Van Cauwenberghe
Systems Thinking & The Building Blocks of Health Systems
This document provides an overview of a lecture on systems thinking and the building blocks of health systems. It introduces systems thinking and discusses the key concepts of complex adaptive systems, feedback loops, and system archetypes. It also outlines the six building blocks of health systems according to the WHO's framework: service delivery, health workforce, information, medical products and technologies, financing, and leadership and governance. The document aims to help students understand how to apply a systems thinking perspective to analyzing and strengthening health systems.
Introduction to Systems Thinking
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system.
But what does it all mean really and how does it apply to our businesses? What does it take to have a systems thinking or holistic view and approach?
In this presentation, we'll take a look at systems thinking, how we can get into this mindset and how it is used in the real world. With some interactive exercises, historical and present examples we hope this session will leave you with an understanding of systems thinking and its many benefits.
Retrospective application of systems thinking and isomorphism to a complex mu...
Here we present a case-based talk that applies both systems thinking and the concept of isomorphism to a complex, mulch-institutional college bridge program. For more information please contact Patrick Barlow at Pbarlow1@utk.edu
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Systems Thinking - Application to a live business problem
Systems Thinking - Application to a live business problem
AASHE 2014 Mind Mapping: A Systems Thinking Application for Change Management
AASHE 2014 Mind Mapping: A Systems Thinking Application for Change Management
Sustainability-Management Using Systems Thinking in Indian Hotel Industry by ...
Sustainability-Management Using Systems Thinking in Indian Hotel Industry by ...
A Systems Thinking Approach to Benefits Realization Planning
A Systems Thinking Approach to Benefits Realization Planning
Systems Thinking & The Building Blocks of Health Systems
Systems Thinking & The Building Blocks of Health Systems
Retrospective application of systems thinking and isomorphism to a complex mu...
Retrospective application of systems thinking and isomorphism to a complex mu...
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Systemsthinking 12632353422762 Phpapp01
1. Systems thinking views the world as interconnected systems where everything influences everything else through mutual interaction. It focuses on seeing the relationships rather than individual parts.
2. Systems are influenced by both reinforcing and balancing feedback loops. Reinforcing loops lead to growth while balancing loops seek to achieve and maintain goals or equilibrium.
3. Understanding systems requires analyzing the stocks and flows within the system and how they interact over time, as the implications of changes may not be immediately apparent due to delays in cause and effect.
LKES17 - Systems Thinking applied though Kanban Cadences
Systems thinking is a perspective that helps understand systems and influence outcomes. A system has interacting parts forming a unified whole with a purpose. Feedback loops within systems either reinforce or balance behaviors over time. An organization is a complex adaptive system. Kanban cadences like service delivery reviews and operational reviews examine trends, blockers, decisions and missing topics to improve flow efficiency and predictability as a "system of systems". Leverage points to shift mindsets and paradigms include goals, rules, delays and information flows.
Stephanie Ryan
The document discusses systems thinking as a process for understanding complex issues by examining interrelationships and interdependencies rather than individual parts or linear cause-and-effect relationships. It provides an example of how systems thinking can help a company called Acme Co. address problems by viewing them as interconnected rather than as isolated issues. The document also discusses various patterns that can emerge in systems, such as limits to success, and provides questions to help identify leverage points to address constraints and sustain growth.
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Systems Thinking in Public Health for Continuous Quality Improvement
Opening presentation at the first meeting on CQI in Public Health in Ontario, held at the Dalla Lana School of Public Health at the University of Toronto. Practitioners from across the province gathered to learn more about quality assurance measures, metrics, theories and ideas. This presentation provides a simple overview of systems thinking as it might apply to CQI in public health. This simple overview looks at the nature of systems, how they apply to CQI, how design thinking and developmental design can aid public health in creating relevant, appropriate means of quality assessment in its work.
1. everything is a system
This document discusses the importance of systems in various areas of life and business. It notes that cities, bodies, religions, nature, and the best businesses all rely on complex, interconnecting systems. The success of any organization depends on having robust systems in place. In business specifically, principles and habits must be established as the foundation for internal systems, which then guide the creation of external organizational systems. The document encourages the reader to identify and document the systems and principles they currently have in their own life and work.
Systems Thinking, Human Body Metaphor, and Causal Loop Diagramming
The document discusses systems thinking and causal loop diagramming. It defines a system as a set of interrelated and interdependent elements forming a whole. It then provides examples of systems like the human body and organizations. The human body is described as a system comprised of major subsystems like the musculoskeletal, cardiovascular, and nervous systems. An organization is described as an open system that takes in inputs, transforms them, and produces outputs through its subsystems. The key aspects of systems discussed are that they are purposeful, have established arrangements and interrelationships among elements, and seek dynamic equilibrium through feedback.
Embracing Change
This document summarizes a training session on embracing change. The agenda includes sessions on overview of change, the progress principle, the book Switch, and organizational citizenship. Between sessions, participants are asked to add items to a list of changes they need to make. They are also encouraged to apply what they learn about change management back at work by making continual improvement a habit.
Systems Thinking
This document discusses system thinking and how it can benefit an organization. It defines a system as interconnected components that work together to meet common needs. System thinking involves identifying common components across products and designing them to work consistently everywhere. This allows for high quality work while increasing delivery speed. Tools like affinitization and taxonomy are recommended to organize ideas and components into logical groupings. Following experts in these areas online can provide additional resources for system design. System thinking establishes a single source of truth and organized way of designing that reduces redundancy and brings consistency.
The "Secret" to High-Performance Collaboration Is Practice
Most of us recognize the critical importance of collaboration in our everyday lives, whether with family, friends, colleagues, or community. Sadly, most of us also have had more bad experiences working with others than good, much less great. Why is this? How can we shift it? What’s the “secret” to high-performance collaboration?
The answer is simple, but not easy: Practice. We can look at other high-performance collaborative fields — from sports to music — to understand how best to structure and support practice that will lead to better collaboration.
These slides are from a keynote I gave at The Collaboratory 5 on March 22, 2017 in Atlanta, Georgia.
Agile Practices and Design Thinking.pptx
The document discusses key concepts in systems thinking and agile practices. It provides an overview of systems thinking principles like interconnectedness, synthesis, emergence, feedback loops and causality. It also describes the iceberg model in systems thinking which looks at events, trends, structures and mental models. The document then discusses value chain analysis and its use in understanding how activities within an organization add value. It outlines the value chain for software development and discusses capability optimization using the Capability Maturity Model. Finally, it covers the evolution and core values of agile methodology and lists the twelve principles of the Agile Manifesto.
Continuous Improvement Program Workshop
Chase Sowden, Barcoding’s supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customers’ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
Commissioning And Procurement
The document discusses commissioning and procurement in the context of developing capable health and social care organizations. It addresses the differences between commissioning and procurement, noting that commissioning takes a more holistic systems approach. The document outlines various perspectives and models for conceptualizing the system of interest, including open versus closed systems and hard versus soft systems approaches. It emphasizes the importance of clarifying the problem, boundaries, and desired outcomes before determining the appropriate level and nature of intervention.
Commissioning And Procurement
Knowing where and when an intervention can be made will determine the outcomes of people\'s lives for decades to come. This ppt attempts to show the range and scope of such interventions
Systems thinking for ultimate agility
Systems thinking in a nutshell
System and component
System Engineering in software development
Activity – The natural system
Activity – Let’s build a system (guided)
Finding Leverage with System Dynamics
Chris Soderquist presentation at the 2016 Science of HOPE
Description:
This session will introduce participants to a powerful approach to orchestrating useful learning across difficult boundaries using system dynamics. Through real world examples and interactive exercises, participants will learn how system dynamics can help them gain far more useful leverage when addressing complex, adaptive challenges. Participants will also see how this approach was used in a project funded by the Foundation for Healthy Generations to guide strategic decisions in Washington (and other states) for building community capacity and resilience.
Automation Process - Cytrus Logic
Knowing how to automate your organization is key to its success. Cytrus Logic creates automated systems for our clients so that they are free to focus on what is most important to them.
Chapter Performance & Benchmarking Unwrapped: Using Dashboards to Tell the Ch...
This document provides an overview of using dashboards to track chapter performance and benchmarking. It discusses how associations currently have a "data desert" due to fragmented data systems that prevent an accurate view of chapter performance. It also notes a "volunteer desert" where volunteers spend too much time on administrative tasks instead of their mission. The document recommends using a dashboard to move beyond just comparing chapters and instead focus on their collective impact. It provides guidance on setting up a dashboard, including linking it to strategic goals and selecting the right metrics and data sources to measure chapter roles and performance.
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LKES17 - Systems Thinking applied though Kanban Cadences
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Systems Thinking, Human Body Metaphor, and Causal Loop Diagramming
Systems Thinking, Human Body Metaphor, and Causal Loop Diagramming
The "Secret" to High-Performance Collaboration Is Practice
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More from Vasudevan BK
Surya namaskar
Most people make the mistake of thinking that the surya namaskar is just one pose of yoga. Some people even have this misconception that sun salutation is merely for spiritual purposes. But in reality, surya namaskar has different poses and is a complete workout for your entire body. All the different poses of the surya namaskar have their own benefits.
Interpersonal skills
Interpersonal skills are important for interacting with others both internally and externally in an organization. Internally, they are key for effective teamwork and collaboration across departments, while externally they help build strong relationships with suppliers and customers. Developing interpersonal skills can improve relationships, work environment, leadership abilities, productivity, and overall success. The document provides a model of interpersonal skills and 10 tips for strengthening them, such as smiling, paying attention, resolving conflicts, and communicating clearly.
Effective presentation
This document provides guidance on how to create and deliver an effective presentation. It discusses the importance of planning, preparation, and delivery. For planning, the key steps are to identify your objectives and focus on your audience. For preparation, you should organize your content logically, rehearse, and minimize notes. When delivering, maintain eye contact, vary your voice, and use visual aids to engage your audience. The document emphasizes keeping content concise, simple, and tailored to your audience. Proper preparation, practice, and use of visuals are essential for an impactful presentation.
Problem solving skills
This document provides information on problem solving skills and the problem solving process. It discusses why problem solving skills are important, defines what a problem is, and outlines the main steps in the problem solving process as: defining the problem, generating alternatives, choosing the best alternative, and getting feedback. It then goes on to provide more details on various tools that can be used at each step, such as the 5 Whys technique for problem definition and decision matrices for choosing a solution. The document also discusses decision making skills and factors that can influence decision making.
Lateral thinking
Lateral thinking is a creative problem-solving technique developed by Edward de Bono. It involves looking at problems in an indirect and creative way rather than only logically. Methods include idea generation tools, focus tools, and thinking hats to approach problems from different perspectives. The goal is to move from existing ideas to new ideas to solve problems through an indirect and creative approach rather than directly.
Team bulding
This document discusses teams and team building. It defines what a team is as a group of people who depend on each other to combine their efforts to achieve a common goal, whether working together physically or remotely. The key aspects of team building are setting objectives, involving the whole team in achieving objectives, maintaining unity, effective communication, and consulting team members. Successful team performance relies on having a clear strategy, defined roles and responsibilities, open communication, rapid response, and effective leadership. The benefits of team building include fostering creativity, initiative, combined efforts, individual growth, broader vision, recognition, and developing trust between coworkers.
Holistic nursing
It would be very hard to find a nurse who saw only the physical aspect of care as that which defines nursing. We all know that when a person is hurting emotionally, all sorts of physical ailments crop up. On the other hand, physical conditions can affect the mind and spirit. The nursing profession has traditionally viewed the person as holistic, though the term itself was only introduced into the nursing literature in the 1980s by Rogers, Parse, Newman and others. Today we speak of a person as a Bio Psycho Social unit.
Restoring wholeness is a legitimate goal of nursing, and so the term 'holistic' from the Greek ‘ Holos ' meaning whole or complete, is a very appropriate way to describe what we aim to do. Yet we may not always stop to consider the full implications of that concept. Holism has been defined as "concerned with the interrelationship of body, mind and spirit in an ever changing environment". See Slide.1 The American Holistic Nurses Association define wellness (health) as “That state of harmony between body, mind and spirit". The essence of holistic care is to help a person attain or maintain wholeness in all dimensions of their being. Consequently nurses need to be prepared to provide care in each of these areas. In this Presentation I wish to consider the spiritual dimension - the nature of Spirituality (Sanctity), the needs of the spirit, and the role of the nurse in caring for the Spirit (Life force).
Holistic nursing
Holistic nurses believe that healing leads to restoring, discovering and/or recognizing one’s inherent wholeness even within the face of sickness, and death. Holistic ideas and values support nursing practice. They embody, however aren't restricted to: care, presence, intuition, comfort, deliberation, love, and compassion in addition as religious recovery and quality of life. These ideas and values want exploration so as to know, refine and clarify however they support the healing method. Holistic Nursing analysis develops data and assists in providing the follow primarily based proof that's required to rework health care into holistic care. This needs dedication to developing and fostering resources that assist in making, deciphering and conducting holistic analysis. We have a tendency to believe that each one holistic nurse will participate in analysis by move queries, consistently grouping data to answer those queries, and implementing the results.
Spirituality in nursing
This document discusses spirituality in nursing. It defines spirituality as encompassing values, meaning, purpose, and a connection to something greater. Holistic nursing supports the intimate connection of body, mind, and spirit. Spirituality has 3 key characteristics - unfolding mystery, interconnectedness, and inner strength. The document also outlines Kohlberg's 3 phases of moral development and Fowler's 7 stages of faith development. It provides a spiritual assessment scale and discusses the importance of spiritual care through being present, listening, and compassionate touch for patients.
Nursing process
The nursing process is a framework that organizes nursing care through five steps: assessment, nursing diagnosis, planning, implementation, and evaluation. It provides an orderly and systematic method for planning and delivering nursing care centered around the client. The assessment step involves comprehensively gathering both subjective and objective data on the client's health, needs, and situation through various sources like interviews, examinations, and records.
Critical thinking ...
The document discusses critical thinking skills and how to apply them academically. It defines critical thinking as a purposeful, organized mental process used to understand problems and make informed decisions. The document provides tips for incorporating critical thinking through active learning, reading and writing. These include asking open-ended questions, evaluating different perspectives, summarizing readings, and improving writing through prewriting, drafting and revising. The goal is to help students better understand material and think more critically in all aspects of their education.
Creative problem solving revised
The document outlines a workshop on creative problem solving. It aims to help participants develop skills in creative thinking and problem solving. The workshop covers defining creative problem solving, common blocks to creativity, ways to be more creative, and tools like brainstorming, mind mapping and multivoting. It details the creative problem solving process of stating the problem, gathering facts, restating the problem, identifying alternatives, evaluating options, implementing a decision and evaluating results. The goal is for participants to apply these tools and techniques to creatively solve problems.
Soul consciousness
The document discusses three layers of the mind: constant thoughts, relationships and friends, and dreams and desires. It contrasts the mind, which has many parts, with the soul, which is singular. It describes experiencing the mind and soul as heaven or hell and moving from the mind to realize the soul. Realizing the soul involves directing one's mind beyond thoughts through meditation to find the higher spiritual reality within and figure out the god within oneself.
Success and goals
Success is goals and all else is commentary
Success is goals and all else is commentary. This is the great discovery throughout all of human history.
Your life only begins to become a great life when you
1. Clearly identify what it is that you want,
2. Make a plan to achieve it and then
3. Work on that plan every single day.
“The primary reason for failure is that people do not develop new plans to replace those plans that didn’t work.”
The three turning points in my life were these:
First
Discover Self.
I discovered that I was responsible for my life, and for everything that happened to me.
I learned that this life is not a rehearsal for something else. This is the real thing.
In every study of successful people, the acceptance of personal responsibility seems to be the starting point.
Before that, nothing happens. After you accept complete responsibility, your whole life begins to change.
Second
Discovery of goals.
The second turning point for me, which came when I was 24 years old, was my discovery of goals.
Without really knowing what I was doing, I sat down and made a list of 10 things I wanted to accomplish in the foreseeable future. I promptly lost the list. But 30 days later, my whole life had changed. Almost every goal on my list had already been achieved or partially achieved. The third turning point in my life came when I discovered that
“You can learn anything you need to learn to accomplish any goal you can set for yourself.”
Third
No one is smarter than you and no one is better than you.
All business skills, sales skills and moneymaking skills are learnable. Everyone who is good in any area today was once poor in that area. The top people in every field were at one time not even in that field and didn’t even know that that field existed. And what hundreds of thousands of other people have done, you can do as well.
The Goal-Setting Process 1.
Decide exactly what you want in every key area of your life.
Start off by Idealizing. Imagine that there are no limitations on what you can be, have or do. Imagine that you have all the time and money, all the friends and contacts, all the education and experience that you need to accomplish any goal you can set for yourself. Imagine that you could wave a magic wand and make your life perfect in each of the four key areas of life. If your life was perfect in each area, what would it look like?
1. INCOME – how much do you want to earn this year, next year and five years from today?
2. FAMILY – what kind of a lifestyle do you want to create for yourself and your family?
3. HEALTH – how would your health be different if it was perfect in every way?
4. NET WORTH – how much do you want to save and accumulate in the course of your working lifetime?
Three Goal Method – in less than 30 seconds, write down your three most important goals in life, right now.
Write quickly. Whatever your answer to this “Quick List Method
Implementing fifth discipline .pptx
This document discusses the five disciplines of a learning organization as outlined in Peter Senge's book "The Art and Practice of a Learning Organization". The five disciplines are: personal mastery, mental models, building a shared vision, team learning, and systems thinking. It provides an overview of each discipline, including how personal mastery involves lifelong learning and commitment. Mental models are deeply held assumptions that influence how we understand the world. Building a shared vision involves translating individual visions into a shared commitment. Team learning occurs when a team's intelligence exceeds the sum of individuals. Systems thinking views problems as interconnected parts of a whole system. The document concludes with implications for employee development and leadership training at Vestechno Group based on these five disciplines.
Learning Organization
Learning Organization.
Where people continually expand their capacity to create the results they truly desire
Where new patterns of thinking are nurtured
Where collective aspiration is set free
Where people are continually learning to see the whole together
“When you ask people about what it is like being part of a great team, what is most striking is the meaningfulness of the experience. People talk about being part of something larger than themselves, of being connected, of being generative.”
Softskill training Connecting Classroom to careers
This document discusses various soft skills that are important for career success, such as communication skills, problem-solving, teamwork, and leadership skills. It emphasizes that soft skills include personality traits, attitudes, and behaviors, rather than technical or formal knowledge. Effective communication, both written and oral, is highlighted as a key soft skill. Managing stress and having strong interpersonal skills are also described as important for professional development and advancement.
Undestanding and building self esteem
Esteem is a simple word. It is worth and value that we apply to people, places, and situations. It is the amount of respect we assess. We have esteem for our world leaders. We have esteem for places like church and synagogue. We have esteem for an exemplary performance whether it is in sports, acting, or simply doing the right thing.
But the most important place we need to apply esteem is within ourselves. We must maintain our self-esteem in order to place value on ourselves as a worthy individual in the world.
Self-esteem can affect every single part of our lives. If our esteem is low, our lives will be dull and gray. Elevating esteem for ourselves is a crucial key to happiness in life.
Most people's feelings and thoughts about themselves fluctuate somewhat based on their daily experiences. The grade you get on an exam, how your friends treat you, ups and downs in a romantic relationship – all can have a temporary impact on your well-being.
Your own self-esteem, however, is something more fundamental than the normal "ups and downs" associated with situational changes. For people with healthy basic self- esteem, normal "ups and downs" may lead to temporary fluctuations in how they feel about themselves, but only to a limited extent. In contrast, for people with poor basic self-esteem, these "ups and downs" may make all the difference in the world.
People with poor self-esteem often rely on how they are doing in the present to determine how they feel about themselves. They need positive external experiences to counteract the negative feelings and thoughts that constantly plague them. Even then, the good feeling (from a good grade, compliment from a boss, loving words from a family member or friend, etc.) can be temporary.
Healthy self-esteem is based on our ability to assess ourselves accurately (know ourselves) and still be able to accept and to value ourselves unconditionally. This means being able to realistically acknowledge our strengths and limitations (which is part of being human) and at the same time accepting ourselves as worthy and worthwhile without conditions or reservations.
What we want to do is help you raise your self-esteem to levels that will enhance your life and the way you view life. It can make a tremendous difference in your quality of life. Learning techniques to raise self-esteem can be taught and put into practice in just a few days. However, it will take commitment and consistent practice to keep your healthy self-worth nurtured and nourished in your daily life.
We can show you how to improve your self-esteem in just one weekend! Three short days applying the information in this book and you will be on your way to healthy self-esteem as your life becomes the bright place it is meant to be.
Personality development.....
Personalities is the sum total of individual’s Psychological traits, characteristics, motives, habits, attitudes, beliefs and outlooks.
Personality is generally defined as the deeply ingrained and relatively enduring patterns of thought, feeling and behavior. In fact, when one refers to personality, it generally implies to all what is unique about an individual, the characteristics that makes one stand out in a crowd.
The hard vs. soft skill
The document explores the differences between soft skills and hard skills for project managers. Soft skills include communication, conflict resolution, and problem solving, which are important for managing people and relationships. Hard skills refer to technical abilities specific to an organization. While hard skills can be taught, soft skills are more difficult to measure. The nature of a project determines whether it requires more soft skills or a balance of soft and hard skills. Both skill sets are important for project managers, though soft skills may be more essential for leadership roles and achieving project goals that rely on teamwork and collaboration.
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Softskill training Connecting Classroom to careers
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M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
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In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Corporate innovation with Startups made simple with Pitchworks VC Studio
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
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校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
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Systems thinking
- 1. Introduction to Systems Thinking
- 2. Systems Thinking is a way of seeing and talking about reality that helps us better understand and work with organization and communities to influx the quality of our lives.
- 3. A system is any group of interacting, interrelated, or interdependent parts that form a complex and unified whole that has a specific purpose
- 4. Which are systems and which are collections • Bowl of fruit • Football team • Toaster • Kitchen • Database of client • Cornerstone • Tool in a toolbox • Marriage • Local public health agency • Community
- 5. Whenever you add people to a collection you almost always transform a collection to a system
- 6. Characteristics of a System • Systems have a purpose that defines it as a discrete entity that holds it together – Purpose of an automobile…… Take you from one place to the other
- 7. Characteristics of a System • All parts must be present for a system to carry out its purpose optimally – Automobile without its spark plugs…… Car doesn’t work
- 8. Characteristics of a System • The order in which parts are arranged affects the performance of a system Automobile with the driver in the backseat and the tires in the front seat
- 9. Systems attempt to maintain stability through feedback • Feedback provides information to the system that lets it know how it is doing relative to some desired state Steering car and Feedback
- 10. The Iceberg
- 11. Action Model Leverage increases Level of Perspective Action Mode Vision Generative Mental Models Reflective Systemic Structure Creative Patterns Adaptive Events Reactive
- 12. Linear Perspective A®B ®C ®D ®E Cause = Effect
- 13. Feedback Perspective A®B ®C ®D ®E
- 14. Thinking in Loops Sales are down Marketing Promotions Orders Increase Sales are up Backlogs Sales are Down Marketing Promotions Marketing Promotions (B) Orders Increase/Decrease (C) Backlogs (D) Sales are Down/Up (A)
- 15. All systemic behavior can be described through two basic processes •Reinforcing •Balancing
- 16. Reinforcing Loops compound change in one direction with even more change in that direction Saving Balance Interest Payments
- 17. Greater your weight More you eat
- 18. Give Examples
- 19. Balancing loops seek equilibrium- some desired level of performance Use of meditation Acceptable stress level Gap Stress level S O S S = Same O = Opposite
- 20. Balancing Loops Actual Level Desired Level Gap Corrective Action
- 21. Questions these Diagrams help answer • Which gaps are driving our system when and by how much? • How accurately do we know what each of the gaps is? • How are we monitoring the gaps? • What are the different ways in which we can close the gaps? • How long does it take for perception to catch up to actual quality?
- 22. Every link in a system contains a delay • Physical • Transactional • Informational • Perceptual
- 23. Put the Pieces together Archetypes
- 24. Growing Growth Process action ? ? Limting Process Actual performance (that you can measure or observe, that you can see growing) Balancing Loop Target Limits or constraints Limits to Growth Template Corrective Action
- 25. Leaders work on the system not in the system