Kim Woods Only (602 3.1 Response)

Respond to each post.     

150-200 words per response.   

  Include 2 reference’s in each response

Post #1

Reinforcing and balancing loops are important to understand because they provide feedback about the “’structures’ that recur again and again”, and help individuals and organizations to see interdependencies and reciprocal cause and effect cycles within a system (Senge, 2006, p. 72-75).

Definition and example of reinforcing loop

Reinforcing loops diagram how a small change can compound, either creating “accelerating growth or accelerating decline” (Senge, 2006, p. 82). This reinforcing effect can also be described as a “snowball effect” because of how the momentum of this cycle is perpetuated by a recurring behavior (Senge, 2006, p. 83). For example, if someone feels school work is overwhelming and puts off completing it, they are likely to get behind schedule. Once behind schedule, they will have more work to complete, and with more work to complete, the goal is more overwhelming. This in turn causes the student further delay, thus perpetuating and accelerating the rate at which they are behind.

Definition and example of balancing loop

Balancing processes aim to “maintain the status quo” or “maintain an implicit goal” (Senge, 2006, p. 86-87). Senge and his colleagues (1994) contend that reinforcing loops will never exist by themselves, but will be limited by one or more balancing loops (p. 116). Understanding the balancing process helps individuals and organizations identify the area where they can leverage change. Using the negative reinforcing loop example above, the balancing loop would be based on the goal of completing the school work and would include recognition of the gap between the goal of completing the work and how much work was behind schedule or incomplete.

Systems Thinking Shift in Perception

Viewing events as systems, rather than independent action or behavior, will create a shift in perception because it will allow an individual to see the complete system at work and determine where reinforcing and balancing loops are occurring. Knowledge of these patterns of behavior “leads to new insights into what might be done” to create solutions that address the fundamental causes of problems (Senge, 2006, p. 72), thus changing perception. As well, examining patterns of behavior will help individuals improve personal mastery because they will be able to more clearly identify and adjust the mental models being used.

References:

Senge, P., Kleiner, A., Roberts, C., Ross, R. & Smith, B. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency/ Doubleday. ISBN: 0-385- 47256-0

Senge, P.M. (2006). The fifth discipline: the art and science of a learning organization. New York, NY: Currency/ Doubleday. ISBN:0-385-51782-3

Post #2

According to Senge (2006, p. 80), in a reinforcing loop whatever movement occurs in amplified, a small action snowballs more and more of the same resembling compound interest”. In contrast, when working with a balancing loop, self-correction exists that attempts to maintain a goal or target and often times balancing loops are more difficult to see than reinforcing loops because it often appears like nothing is happening (Senge, 2006).

Williams et al. (2017 p. 81), states “Feedback loops cause systems to be interconnected and when the consequences of feedbacks loops are not fully understood by managers, unpredictable system behavior can emerge.”

In my experience, utilization of a system’s thinking approach using a balancing loop template will provide better a more thorough understanding of a process than viewing the same process from a linear perspective. Focusing merely on cause and effect without consideration for external influences can lead to leadership not making sound decisions and result in an inaccurate assessment of the system’s efficiency and effectiveness.

References:

Senge, P. (2006). The fifth discipline: the art & practice of the learning organization. New York: Crown Business.

Williams, A., Kennedy, S., Phillipp, F., & Whiteman, G. (2017). Systems thinking: A review of sustainability management research. Journal of Cleaner Production, 148(1), 866-881.

http://dx.doi.org/10.1016/j.jclepro.2017.02.002

Post #3

While assessing and differentiating between reinforcing and balancing loops, Senge (2006) essentially describes reinforcing as a snowball effect in both positive and negative feedback processes (pg. 79). When an organization is experiencing growth, it is indicative that reinforcing, or amplifying feedback processes are active. Medtronic has experienced this to some extent as R&D funding can increase dramatically each year, which requires hiring more engineers. However, acquisitions or unexpected loss in sales has resulted in a reduction in force. Essentially, Medtronic over-hires without truly understanding the long-term needs, which results in lay-offs.

Balancing loops on the other hand are identified by being present when there is a goal-oriented behavior attached to a target or goal set by the forces of the system (Senge, Kleiner, Roberts, Ross & Smith, p. 117, 1994). The build up pressure between the current state and the balancing loop’s desired target is what ultimately fixes the problem and promotes stability. An example of this in my organization is evaluating the annual operating plan. There is a financial goal that each project must adhere to. Often times throughout the year, project managers get called into budget court where they want to know why you are way under or over budget. They have to explain time of expense or the executives may attempt to take budget away and give to another project. This process supports balancing of the budget on paper and avoids a downward spiral to the budget for the next quarter.

The reading this week highlights the differences between dynamic and detail complexity. Senge (2006) reminds us that we need to deep dive more into dynamic complexities as they need more focus since they are subtle; often times metrics or analysis do not bring light to the issue (p.71). To tie my loops in with shifting the focus from linear cause and effect thinking to systems thinking, involves my example above regarding hiring. Decision makers need to pause and take a step back to determine if additional hires are needed in the long-term or if contingents are a better option. This provides a better understanding of the full system, its interdependencies, and will ultimately change our perceptions of a similar situation.

Senge, P. M. (2006). The Fifth Discipline: The art and practice of the learning organization (Rev. ed.). New York, N.Y.: Crown Business.

Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., & Smith, B. J. (1994). The Fifth Discipline Fieldbook: Strategies and tools for building a learning organization. New York, N.Y.: Doubleday.