Thanks to movies like “Titanic,” many people recognize that most of an iceberg sits hidden beneath the water that is, out of sight.ĭifferent authors present the iceberg model as having from three to six levels we’ll use a four-level model here. The iceberg is one of the most frequently used models to explain systems thinking (see “The Iceberg”). The Iceberg (It’s bigger than you think!) Finally, behavior over time graphs draw attention to the long-range effects of organizational efforts. The spidergram emphasizes linkages within a given system. The force field analysis provides a visual means of understanding the factors that keep organizations in “quasi-equilibrium” and the issues involved in any change process. The iceberg metaphor helps to probe the underlying causes of events and patterns. In this article, I suggest how organizations might apply four models to make the transition from thinking to action. What is crucial is to connect some of the elements of systems thinking directly to proposed actions. Nevertheless, it’s not necessary to have a deep understanding of systems theory in order to use it to influence institutional behavior. For them, having a metaphorical understanding of systems thinking does not necessarily lead to action or to an integration of the concepts into everyday practice. But for some, the concept seems so easy to understand that they miss its value. Many people can intellectually grasp the idea of interconnections in our world and the importance of taking a holistic perspective. These and other metaphors are often used to help explain systems theory, and they do so effectively - to a point. A butterfly flaps its wings in Brazil, and a tornado sweeps down the plains in Oklahoma. An acorn drops in a quiet pond, and ripples move out over the whole surface. A child randomly kicks the elephant on the mobile hanging over her crib, and the other members of the aerial zoo shift their positions as well.
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