Chapter 6: Natures Templates Senge: Chapter 6 THE FIFTH DISCIPLINE

Nature’s Templates: the Archetypes Structures of which we are unaware hold us prisoner The swimmer scenario Certain patterns of structure occur again and again: called ARCHETYPES 1 June 2002

We are creating a “language” reinforcing feedback and balancing feedback are like the nouns and verbs systems archetypes are the basic sentences Behavior patterns appear again in all disciplines--biology, psychology, family therapy, economics, political science, ecology and management Can result in the unification of knowledge across all fields 1 June 2002

Recurring behavior patterns Do we know how to recognize them? Do we know how to describe them? Do we know how to prescribe cures for them? The ARCHETYPES describe these recurring behavior patterns 1 June 2002

The ARCHETYPES Provide leverage points, intervention junctures at which substantial change can be brought about Put the systems perspective into practice About a dozen systems ARCHETYPES have been identified All ARCHETYPES are made up of the systems building blocks: reinforcing processes, balancing processes, delays 1 June 2002

Before attacking the ARCHETYPES we need to understand simple structures The reinforcing feedback loop The balancing feedback loop 1 June 2002

ARCHETYPE 1: LIMITS TO GROWTH A reinforcing process is set in motion to produce a desired result. It creates a spiral of success but also creates inadvertent secondary effects (manifested in a balancing process) that eventually slow down the success. All growth will eventually run up against constraints, impediments 1 June 2002

Management Principle relative to ARCHETYPE 1 Don’t push growth or success; remove the factors limiting growth 1 June 2002

ARCHETYPE 1: LIMITS TO GROWTH Useful in all situations where growth bumps up against limits Firms grow for a while, then plateau Individuals get better for a while, then their personal growth slows. Falling in love is kind of like this The love begins to plateau as the couple get to know each other better 1 June 2002

Structure growing action state of stock slowing action Balancing Reinforcing 1 June 2002

Understanding the Structure High-tech orgs grow rapidly because of their ability to introduce new products This growth plateaus as lead times become too long 1 June 2002

How to achieve Leverage Most managers react to the slowing growth by pushing harder on the reinforcing loop Unfortunately, the more vigorously you push the familiar levels, the more strongly the balancing process resists, and the more futile your efforts become. 1 June 2002

Prepared by James R. Burns Leverage, Continued Instead, concentrate on the balancing loop--changing the limiting factor This is akin to Goldratt’s Theory of Constraints--remove the bottleneck, the impediment 1 June 2002 Prepared by James R. Burns

Applications to Quality Circles and JIT Quality circles work best when there is even-handed emphasis on both balancing and reinforcing loops JIT has had to focus on recalcitrant suppliers THERE WILL ALWAYS BE MORE LIMITING PROCESSES When once source of limitation is removed, another will surface Growth eventually WILL STOP 1 June 2002

Create your own LIMITS TO GROWTH story Identify a limits to growth pattern in your own experience Diagram it What is growing What might be limitations Example--the COBA and University capital campaigns NOW, LOOK FOR LEVERAGE 1 June 2002

Test your LIMITS TO GROWTH model Talk to others about your perception Test your ideas about leverage in small real-life experiments Run and re-run the simulation model Approach possible resistance and seek WIN-WIN strategies with them 1 June 2002

ARCHETYPE 2: shifting the burden An underlying problem generates symptoms that demand attention. But the underlying problem is difficult for people to address, either because it is obscure or costly to confront. So people “shift the burden” of their problem to other solutions--well-intentioned, easy fixes that seem extremely efficient. 1 June 2002

Shifting the burden scenario, continued Unfortunately, the easier solutions only ameliorate the symptoms; they leave the underlying problem unaltered. The underlying problem grows worse and the system loses whatever abilities it had to solve the underlying problem. 1 June 2002 Prepared by James R. Burns

The Stereotype Structure Symptiom-Correcting Process Addictioin Loop Problem-Correcting Process 1 June 2002

Special Case: Eroding Goals Full employment meant 4% unemployment in the 1960s, but 6 to 7% unemployment in the early 1980’s Gramm-Rudman bill called for reaching a balanced budget by 1991, but this was shifted to 1993 and from 1993 to 1996 and from 1996 to 1998 “If all else fails, lower your goals..” 1 June 2002

EXAMPLE 1 June 2002

Another Example Raise tuition, add course fees, etc. Costs of Higher Ed not funded by State or Students Perceived cost to the student Enrollments 1 June 2002

Still Another Example Symptom-correcting process Addiction Loop Problem-correcting Process 1 June 2002

Still other Problems What about retention of students The perceived fix is raise the admission standards What about drug-related crime The perceived fix is to remove the drugs from the street 1 June 2002

“Shifting the Burden” is an insidious problem Is has a subtle reinforcing cycle This increases dependence on the symptomatic solution But eventually, the system loses the ability to apply the fundamental solution The system collapses 1 June 2002

Senge Says Today’s problems are yesterday’s solutions We tend to look for solutions where they are easiest to find 1 June 2002

HOW TO ACHIEVE LEVERAGE Must strengthen the fundamental response Requires a long-term orientation and a shared vision Must weaken the symptomatic response Requires a willingness to tell the truth about these “solutions” 1 June 2002

Create your own “Shifting the Burden” Story Is there a problem that is getting gradually worse over the long term? Is the health of the system gradually worsening? Is there a growing feeling of helplessness? Have short-term fixes been applied? The local Mexican restaurant problem of using coupons to generate business and then can’t get away from using the coupons because their customer base is hooked on coupons 1 June 2002

To structure your problem Identify the problem Next, identify a fundamental solution Then, identify one or several symptomatic solutions Finally, identify the possible negative “side effects” of the symptomatic solution 1 June 2002

Review We have now seen two of the basic systems archetypes. The Limits to Growth Archetype The Shifting the Burden Archetype As the archetypes are mastered, they become combined into more elaborate systemic descriptions. The “sentences” become parts of paragraphs The simple stories become integrated into more involved stories 1 June 2002

Seeing Structures, not just Trees Helps us focus on what is important and what is not Helps us determine what variables to focus on and which to play less attention to 1 June 2002

Copyright C 2002 by James R. Burns All rights reserved world-wide. CLEAR Project Steering Committee members have a right to use these slides in their presentations. However, they do not have the right to remove this copyright or to remove the “prepared by….” footnote that appears at the bottom of each slide. 1 June 2002 Prepared by James R. Burns Prepared by James R. Burns