Journal Entry for 9/23

Vocabulary

• Reinforcing/Balancing processes. I related the Reinforcing process like an electronic wave pattern where the the combination of frequencies results in a higher amplitude wave. Whereas the Balancing processes are like waves that do not align and therefore result in static or noise that is non productive. A reinforcing process is one which produces a desired result, while a balancing process mitigates the effects of the reinforcement. (Senge, 94)
  
  
• Symptomatics/Fundamental solutions. A symptomatic solution is one which simply addresses the symptoms of a problem and not the root cause, which requires a fundamental solution. It may be necessary to accept or promote symptomatic solutions in the short term while working on longer term fundamental solutions.
  

Research Methods, Designs, and Analysis

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Impact

• Archetype 1 (A1): Limits to Growth. Management Principle - Don't push growth; remove the factors limiting growth (Senge, pg 95). I relate this to the principles of the Theory of Constraints (TOC), a basis for Lean production processes. TOC proposes iteratively removing the largest constraint in the system to enable success. The management principle of A1 then proposes that changing limiting conditions will reduce the effect of balancing forces and enable growth through the reinforcment of "growing action." (Senge, pg 96, 100, 101). It seems however, that limiting factors may not always be bad if the growth is taking the organization past it's ability to manage itself.
  
  
• Critical performance standards (Senge, pg 121). The erosion of performance standards over time is that which prevents the organization from realizing it's goals. Even though taking short cuts in the near term seem to provide the solution, they eventually weaken the ability for the organization to deliver. These critical standards are ones that matter most to the customer and if the organization doesn't hold religiously to these standards, eventually the customer will choose another provider, and the company has unwittingly limited it's own growth.
  
  
• Leverage. The ability to see patterns and archetypes in such a way as to address high impact concerns first, thereby reducing limits to growth.
  
  
• Cause and Effect separated over time. Because of delay in systems the immediate affect of certain decisions are not visible. This can result in poor decisions, like in the Beer Game, that result in significant risks or outright problems that would not have been experienced otherwise.
  

Intent

• I will map out my growth limits situation in regard to my current desires to direct my own passions for the good of others. This is a balance between having a regular job now and pursuing my dreams.
  

Spiritual Formation

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References

• Senge (2006). The 5th Discipline The Art and Practice of the Learning Organization. New York: DoubleDay
  

People value what they're strong in

One item of discussion that stood out was that people inherently value what they themselves are strong in. Because I love art and classical music, I tend to esteem other people that appreciate them as well. I can actually give preference to them, although they may have other behaviors or interests that are completely opposed to my own perspectives. However since I don't know about those behaviors or interests I can continue believing, and make judgments and decisions that affect myself and others, based on a limited understanding of the person.

The solution, at least in part, lies in seeing things from the system perspective where we realize that a person has many aspects to their character and my appreciation of them needs to be in the context of them as a whole, that is if I care about making judgments and decisions based on facts rather than my own egocentric view of the world. One main problem is that many people are completely ignorant to the fact that the person may actually not be like themselves and therefore may actually have good or bad qualities that I should be aware of if I'm to continue having a relationship with them.

All of this applies to the organizational level as well. If the group, team, or organization is focused intently on their own goals, agenda's, and perspectives, they may be entirely missing out on other important opportunities, or unaware of other significant risks.

If we are to be able to take advantage of unseen opportunities and escape unseen detriments, we need to be able to see value in other people and systems. This requires looking at things from a new perspective and generally requires the help of others since we are so steeped in our own perspective. The challenge to myself is to remember that we all bring value and there are things I do not yet know. It is up to me to discover the best and worst to help guide my decisions to the optimal state.