New Learning tend to reduce Outdated Thinking, Communicating & Learning though our Outdated Thinking, Communicating & Learning inhibits new learning. The question is then how do we break this cycle. Adopted from "An Introduction to Systems Thinking with STELLA" by Barry Richmond.

A Growth and Underinvestment structure is simply an elaborated Limits to Growth structure where the growth inhibitor is part of another Balancing Loop with an external standard and some delay. The real nasty thing about this structure is that the two Balancing Loops form a single Reinforcing Loop which inhibits growth.

Video

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Establishing a reinforcing structure is one way to promote results thought is has its difficulties.

Relative Achievement is one of the four generic archetypes developed by Eric Wolstenholme and maps to the Success to the Successful Systems Archetype.

SystemsWiki's Musings

Once the strategy is developed the relationship model must evolve to represent that implementation appropriately sequenced.

Simplest Innovation diffusion model from Sterman's Business Dynamics Ch 9

This is a segment of Insight Maker Simulation

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A model for unfolding the story about how stw videos are created.

The three basic simulation structures.

Initial causal loop diagram for the influences leading to the acceptance of Systems Thinking. This is the evolving version. You can compare this with IM-1948, which is the original, if you wish.

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Two goal seeking structures attempting to resolve and based on the delay one may tend to settle for less. See also Archetypes.

Rich Pictures, Causal Loop Diagrams and Stock & Flow Simulation Models are the three types of models most commonly used.

OK, we have a problem. Yet, do we really know what the problem is? More often than not we look at the symptoms, consider them the problem and attempt to fix them. This actually dooms us to failure because they're only symptoms.

Thoughts on the growth of the Twitter user community presented as a causal loop diagram.

The simple savings account is used to demonstrate the nature of a reinforcing loop. Change the initial amount and interest rate and run the model to see the implications of changing these values.

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The Exponential Growth Archetype is a reinforcing structure which promotes exponential growth. This is one of the two foundation archetypes. The other being the goal seeking structure. See also Archetypes.

The limits to results structure endeavors to bring a balance between a current state and a desired state though more often than not the action is limited by some constraint.  See also Archetypes.

Relative Control is one of the four generic archetypes developed by Eric Wolstenholme and maps to the Balancing Loop with Delay, Indecision, Limits to Results, Drifting Goals and Escalation Systems Archetypes.

SystemsWiki's Musings

Part 1 demonstrates Picture primitives and Links to create representations of interactions. These are made visually attractive because the Picture primitives are overlayed with images.

Bathtub model with filling control added. Running the model is essentially considered to be turning on the faucet and water will run into the bathtub until it is full.

The Accidental Adversaries structure represents a situation where two interacting entities which should produce growth unwittingly limit the growth of each other because of their actions to promote their own growth. See also Archetypes.

The numerous Systems Archetypes popularized by Peter Senge, and others seem to be the source of great confusion for many. In response to this Eric Wolstenholme has endeavored to simplify the System Archetypes by mapping them to four generic archetypes.

Strategy is simply an idea as to how to move the current situation to the desired situation though it is seldom simple by any means. If the strategy is to be successful how numerous elements will be able support each other through the transition must be defined.

Initial causal loop diagram for the influences leading to the acceptance of Systems Thinking.