Sublime

ENTRY POINT #5: STARTING AT THE TOP

Reinforcing (or amplifying) feedback processes are the engines of growth.

You can only measure 3 percent of what matters” – W.E. Deming)

The ideal strategy is to move gently, continually toward your vision for the organization, learning to live with the feelings of stress and emotional tension.

The issues outside mirror the issues inside.

Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from examination. Consequently we develop “skilled incompetence,”a marvelous oxymoron to describe being “highly skillful at protecting ourselves from pain and threat posed by learning situations,” but because we fail to learn we remain incompet

CORE LOOPS OF KEY…

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Then the game changes. The constraints become more complex.

Peter Senge has written, “Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of dynamic relationships rather than static ‘snapshots’ … Systems thinking is a sensibility—for the subtle interconnectedness that gives living systems their unique character.”