You too will be able to take a subject, any subject, and hype it to the point where it bears no resemblance to reality. Whomever you write about will never be able to live up to what you write about him, but never mind. The important thing is that people will talk about YOUR STORY. They will talk about it for years.
You too will be able to take a subject, any subject, and hype it to the point where it bears no resemblance to reality. Whomever you write about will never be able to live up to what you write about him, but never mind. The important thing is that people will talk about YOUR STORY. They will talk about it for years.
Saved by Tanuj and
MIT’s Jay Forrester likes to say that the average manager can define the current problem very cogently, identify the system structure that leads to the problem, and guess with great accuracy where to look for leverage points—places in the system where a small change could lead to a large shift in behavior. This idea of leverage points is not unique
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The pioneer of systems thinking, Donella Meadows, offers this definition of the work in her essay Leverage Points: Places to Intervene in a System: So how do you change paradigms? In a nutshell, you keep pointing at the anomalies and failures in the old paradigm, you keep coming yourself, loudly and with assurance from the new one, and you insert p
... See moreYOU’VE FOUND A HIGH-LEVERAGE INTERVENTION WHEN YOU can see the long-term pattern of behavior shift qualitatively in a system: when, for example, stagnation gives way to growth, or oscillations dampen dramatically. This kind of breakthrough happens most readily when you can make alterations in the structure you’ve mapped out. You either add new elem
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