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