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Chapter 6 - Leverage Points - Places to Intervene in a System (7…
Chapter 6 - Leverage Points - Places to Intervene in a System
Rules
Incentives, punishments, constraints
Define Scope
High leverage points with the deepest malfunction
pay attention to a systems rules
Numbers
More volume does not solve problems
Parameters adds leverage points when exceed ranges
Example: Ambient air quality standards are parameter that government sets to adjust the diriness of the air we breath
4 Self Organization
The power to add, change, or evolve system structure
Add new reinforcing loops balancing loops or new rules
Strongest because system resilience
Stock and Flow Structures
Fix systems, like Dams
Physical Rebuild - Expensive and Slow to build
Physical Structure is rarely a leverage point
Buffers
The sizes of the stabilizing stocks relative to their flows
Bigger the stock and small flows is more stable
Buffering capacity has more stability
Example: Money in a bank
Delays
Common cause of oscillations of information can either overshoot or undershoot goals
Important because its a high leverage point yet not easily changeable if can change will have a big effect
Paradigms
Source of a system - its goals, structure, rules, delays, parameter - arise
Agreements about reality
Goals
Purpose or Function of the system
Higher than self organizing on leverage
example: Ronald Regan's goals
Transcending Paradigms
Mastery of Paradigms
No one paradigm is true
The higher leveragepoint the more the system will resist changing it
7 Reinforcing Feedback Loops
Self Reinforcing
more it works the more it gains power
Leveraging Point
Source of growth, explosion, erosion and collapse of a system
a system with an unchecked reinforcing can destroy a system
Balancing Feedback Loops
Information and control parts has leverage points
Complex systems have multiple feed back loops to achieve a goal
some only used in a emergency
example: airbags in a car
Self Correcting
Information Flows
Access to info and missing info flow is the most common cause of a system malfunction
Structure of who does and does not have information
Human don't like to be accountable for their decisions