MICHELLE HOCHKEPPEL
Organizational Theory & Behavior
This class rocked my world. Based around Peter Senge's The Fifth Discipline and cast in the light of the 1996 Mt. Everest expedition simulation, we studied practical concepts that challenge organizations. This included strategic thinking skills, casual loop diagrams, and understanding the importance of leadership in group dynamics. We were assigned to initial groups that navigated these concepts in relation to two case studies. This was a brilliant way to reframe what it means to work in teams.
A few of my takeaways:
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the importance of mapping things out
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listing the variables at play in situations or when considering change
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the value of group dynamics (ahem, releasing the need to lead - or knowing when to follow)
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how being open to 'see and see again' can save lives
“Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing ‘patterns of change’ rather than static ‘snapshots.’”
Peter Senge, Fifth Discipline
The value
of CLDs
Diagramming systems reveals behaviors, thoughts and trends that are present in events, that can become patterns and lead to structures.
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Here's a basic systems diagram that helped me understand information flow.
Self-care
Creates
Pleasantry
Self-
compassion
my own reinforcing loop
Causes Productivity
Provides energy
Complex Systems
As part of our final, we consulted on a case study through a confidential memorandum. The case study involved dissecting a complex CLD and weighing the needs of an organization: 'Will this action balance or reinforce?'
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Complex systems are everywhere in life - this is the coolest part about this class - it's not just organizations who do this, it's individuals. Wrapped up in the stories we tell ourselves via mental models are the habits we create. Oftentimes we point to outward systems that influence our outcomes, but in the end, we inform our actions.
