Systems archetypes

1. SYSTEMS ARCHETYPES:
Generic Systems Structures
Professor Ockie Bosch
Dr Nam Nguyen

2. Systems Archetypes (SAs)
 Generic systems models representing a wide range of
situations;
 High-level map of dynamic processes;
 ‘Reveal an incredibly elegant simplicity underlying the
complexity of management issues …’ (Senge, 2006,
p.93);
 Systems archetypes will always suggest areas of high and
low leverage change (Senge, 2006).
© Professor Ockie Bosch and Dr Nam Nguyen

3. “Shifting the Burden”: Structure
(adapted from Senge, 2006; Maani and Cavana, 2007)
S
Side Effect
Symptomatic
‘Solution’/Quick Fix
Problem
Symptom
S
Fundamental
Solution
O
O
R
B1
O
S
B2
© Professor Ockie Bosch and Dr Nam Nguyen

4. “Shifting the Burden”: Summary
 A short-term ‘solution’ is used to correct a problem,
with immediate positive results;
 Fundamental long-term corrective measures are used
less and less;
 Management principle: Focus on the fundamental
solution. If symptomatic solution is imperative, use it to
gain time while working towards the fundamental
solution.
© Professor Ockie Bosch and Dr Nam Nguyen
(adapted from Senge, 2006)

5. “Shifting the Burden”: Example
(Parent)
Buying
lollies
B1
(Children)
Crying for
lollies
S
O
B2
‘Educating’ the S
children
O
Delay
Asking for
lollies every
time
R
S
O
© Professor Ockie Bosch and Dr Nam Nguyen

6. “Fixes that Fail”: Structure
(adapted from Senge, 2006; Maani and Cavana, 2007)
Problem Fix
B
R
Unintended
Consequence
S
O
S
S
© Professor Ockie Bosch and Dr Nam Nguyen

7. “Fixes that Fail”: Summary
(adapted from Continuous Improvement Associates, 2003; Senge, 2006)
 An action (a ‘fix’), effective in the short-term, has unforseen
long-term consequences which may require even more use of
the same ‘fix’;
 Typically a result of addressing the symptoms of problems,
rather than the root causes;
 Management principle: Look for root causes that are
responsible for the symptoms. When addressing symptoms, look
for ways to reduce/mitigate negative impacts. Take action by
relieving immediate pain, but continue working towards finding
long-term solutions that will address the root causes of the
problem.
© Professor Ockie Bosch and Dr Nam Nguyen

8. “Fixes that Fail”: Example
Pest
(cane beetle)
S
Fix
B (cane toad)
O
R
“Feral
species”
S
S
© Professor Ockie Bosch and Dr Nam Nguyen

9. “Tragedy of the Commons”: Structure
(adapted from Senge, 2006; Maani and Cavana, 2007)
R1
S
A’s Activity Net Gain for A
R2
S
S
B’s Activity Net Gain for B
S
S
Resource Limit
S
S
O
Total Activity
Gain per
Individual Activity
B1
B2
S
O
© Professor Ockie Bosch and Dr Nam Nguyen

10. “Tragedy of the Commons”: Summary
 Individuals use a commonly available but limited resource solely
on the basis of individual needs;
 The resource is either significantly depleted or entirely
exhausted;
 Management principle: Manage the ‘commons’ either through
educating everyone and creating forms of self-regulation and
peer pressure, or through an official regulating mechanism
(ideally to be designed by participants).
© Professor Ockie Bosch and Dr Nam Nguyen
(adapted from Senge, 2006)

11. “Tragedy of the Commons”: Example
graduates
Source: Ong, 2013
Source: Yen, 2013
© Professor Ockie Bosch and Dr Nam Nguyen

12. “Limits to Success/Growth”: Structure
(adapted from Senge, 2006; Maani and Cavana, 2007)
Constraints
Limiting Action
Efforts R Performance B
S
S S
S
© Professor Ockie Bosch and Dr Nam Nguyen
O

13. “Limits to Growth”: Summary
 A process feeds on itself to produce a period of
accelerated growth or expansion; then
 The growth begins to slow and eventually comes to a
halt;
 Management principle: Do not push on the reinforcing
(growth) process, remove (or weaken) the sources of
limitations/constraints.
© Professor Ockie Bosch and Dr Nam Nguyen
(adapted from Senge, 2006)

14. “Limits to Growth”: Example
Source: Thompson, 2013
S
© Professor Ockie Bosch and Dr Nam Nguyen

15. Archetypes in the Systems
Model of CBBR
Nguyen, Bosch et al. (2011). Creating ‘Learning Laboratories’ for SD in Biospheres - A
Systems Thinking Approach. SR & BS, 28 (1), pp 51-62. © Professor Ockie Bosch and Dr Nam Nguyen

16. Tourism development: ‘Limits to Growth’
S O
R B
Tourism revenue Number of tourists
Constraints
Attraction of Cat
Ba island
S
S O
Nguyen and Bosch (2013). A Systems Thinking Approach to identify Leverage Points for
Sustainability... SR & BS, 30 (2), pp 104-115.
© Professor Ockie Bosch and Dr Nam Nguyen

17. Tourism development: ‘Fixes that Fail’
Number of tourists Staying and catering
problems
Nguyen and Bosch (2013). A Systems Thinking Approach to identify Leverage Points for
Sustainability... SR & BS, 30 (2), pp 104-115.
Hotels and
restaurants
Pollution
S
S
O
S
S
B
R
© Professor Ockie Bosch and Dr Nam Nguyen

18. Carrying capacities: ‘Tragedy of
S
Revenue per each
industry
B
B
Nguyen and Bosch (2013). A Systems Thinking Approach to identify Leverage Points for
Sustainability... SR & BS, 30 (2), pp 104-115.
Investment in
tourism
Tourism revenue
Total investment
activities
Investment in
agriculture
Agriculture
revenue
Carrying capacities
S
S
S
S
S
S
O
S
S
R
R
© Professor Ockie Bosch and Dr Nam Nguyen
the Commons’

19. International aid: ‘Shifting the Burden’
International $
Problems in Cat Ba
Long-term
solutions
Dependance on
international assistance
S
Nguyen and Bosch (2013). A Systems Thinking Approach to identify Leverage Points for
Sustainability... SR & BS, 30 (2), pp 104-115.
S
O
S
O
O
B
B
R
© Professor Ockie Bosch and Dr Nam Nguyen

20. Class exercises of Systems Archetypes
 Study the other SAs (reading provided in class);
 Work in groups and present two examples of SAs
(either related to the group project or generic).
© Professor Ockie Bosch and Dr Nam Nguyen