1. Argetipe soos waargeneem in gemeentes GDN- Communitas Feb 2009 Frederick Marais

2. Do we understand the structure of our problems? Events & Symptoms (tyranny of the urgent) Patterns over time (trends & forecasts) The structure at work Variables and their dynamic causal interplay. (Causes patterns and events) Systems Thinking involves - looking at all 3 levels L H Leverage and learning

3. Variable It acts (causes) and is acted upon (caused) Noun or noun phrases (the name of something) Neutral Can vary (up or down) Not action words (verbs) Level of motivation Number of complaints Amount of resources Test: Can I make a time plot of it? Link A arousal relationship, not a process step Only points one way ― causality works in only one direction A B affects OR Changes in A B will produce Changes in Feedback loop Systems Thinking is thinking in loops rather than straight lines Basic premise: Parts of a system are all connected directly or indirectly ― therefore a change in one will ripple out to affect all the others. The effect of this is to eventually ripple out and return to the original variable. A C D B Basic language in System Thinking

4. Acme Co - The Two Views What’s the difference? Traditional view Systems Thinking view One problem, one solution Linear thinking Someone else knows better - best practices/benchmarks Quantitative Many problems, few solutions (80/20 principle) Causal thinking We have the solutions to our own problems Qualitative

5. Acme Company - One View Problems Billing Errors Late deliveries Excessive sales time on new accounts Systems poorly used Solutions Rewrite billing manual & retrain Install auto-mated delivery routing system Create new account policies Develop new systems and documentation Time Trends Sales Effort on New Accounts Profitability Billing errors & Delivery problems

6. Time Trends Sales Effort on New Accounts Profitability Billing errors & Delivery problems Consultants startConsultants finish Acme Company - One View

7. Time Trends Sales Effort on New Accounts Profitability Billing errors & Delivery problems Consultants startConsultants finish

8. Fixes that backfire

9. Ds se energievlakke Ds se funksionering in gemeente Gemeente se tevredenheid met bediening Ds se werkslading R Ontvanklik vir hulp van buite Ds ontvang tyd vir verposing Gereedheid v ds vir proses in gemeente Druk op kerkraad Gesprek met gemeente Fixes that backfire - - + - + ++ + + + + +

10. Die rooi pyle is die b-loop wat die r- loop omdraai Die aanvanklike R loop loop hom in ‘n B loop van onverwagse uitkomste vas Wat op sy beurt die R-loop omdraai in ‘n vicious sirkel En so word goed bedoelde hulp ‘n nadeel vir die gemeente

11. Limits to Success

12. Virtuous CycleLimiting Process Sad but true, nothing grows forever. What often happens with a reinforcing structure is that there are limits to growth, which have not yet kicked in. If you know where they are, maybe you don’t have to run into them, or, at least, avoid them as long as possible.

13. Limits to Success Dinamiese leierskap R Translates to this behavior over time….. If we can do it, so can they. s s Groei in die gemeente Druk op bronne B Energie van leieskap s s o

14. Limits to Success

15. Exercise: Limits to Success

16. A’s and B’s Activities A’s and B’s Success Accidental Adversaries

17. The Accidental Adversaries structure is a composed of (a minimum of) two reinforcing loops and two balancing loops. Overall system growth is driven by a virtuous reinforcing structure. Two balancing structures (whose effects create a vicious reinforcing structure) limit the growth of the overall growth engine. This is one of the more difficult archetypes to understand, but essentially it is two fixes backfiring on each other.

18. Accidental Adversaries

19. Broker: Friend or Foe? Underwriter A’s Profit Direct Selling Commission Paid to Broker B Broker B’s Income Marketing of Competitor’s Products # Policies Sold for Underwriter A R & D Product Diversity Satisfaction of Client need Maintenance of Client Relationship # Contract/ Policy Renewals o s o s o s o s s s s s s s s R3 B1 B2 R4

20. Managing Accidental Adversaries Get together and understand the whole picture Strengthening your mutual understanding of each other’s needs and the criteria by which each of you define success Remove or weaken the constraints in your partner’s system that make your own solution harmful Reaffirm the intent of the partnership and acknowledge the damage that was done was unintentional