Recognizing System Traps
The business world is composed of a great variety of different business entities – from large multinational corporations, to small family run businesses. Despite the wealth of products and services available and the wide variety of business models used, many organizations still tend to have very similar types of problems to address. Also called systems traps or archetypes, these poor practices or problems tend to hinder successful growth and operation within an organization without most individuals even being aware that these archetypes are occurring. Understanding these systems traps and how to recognize and prevent them can greatly assist businesses on the road to sustainability. In the Meadows selection for this week, the author describes a variety of these systems traps.
- Consider an organization (or system) with which you are familiar and identify one of the learning disabilities that may be preventing organizational growth toward the desired future state.
- Try to view the organization as if you are a dispassionate observer.
- Think of an example of how the learning disability is evident within the organization.
Note: You do not need to directly answer these points in your Discussion post as they serve only to begin your thinking process; however, you must explain your reasoning as you formulate your formal response.
Now answer the following below!
Colvin, G. (2017). CAN WELLS FARGO GET WELL?. Fortune, 175(8), 138-146.
- Use the above article and describes one system trap you feel the article exhibits. How is the system self-limiting? If you were a consultant for the organization described in the article, what recommendations would you make to remove the trap? Defend your response.
- What type of plan could a leader develop to empower and involve all stakeholders in creating collaborative solutions? And how would you communicate it?
References:
Meadows, D. (2008). Thinking in systems. White River Junction, VT: Chelsea Green Publishing.
Senge, P. (2006). The fifth discipline: The art & practice of the learning organization. New York: Doubleday.
