کتاب یادگیری تفکر سیستمی

تفکر سیستمی چیست؟

Linear Thinking Is the Default • Systems Thinking Is Nonlinear • What Is Systems Thinking? • Systems Thinking Is a Practice • Qualities of a Systems Thinker • MAGO’s Quandary

ایجاد یکپارچگی مفهومی

Relationships Produce Effect • Systems Thinking Is Sociotechnical • Counterintuitiveness • A System in Flux • A System of Ideas • Time Is Always a Factor • Support for Your Practice: Riding on the Front of the Train • Your Practice: Writing as Thinking • Counterintuitive MAGO

تغییر دیدگاه شما

Five Core Practices • You Are Constantly Learning • You’re Comfortable Structuring Inquiry • You Do (or Are Willing to Do) Deep Work • You Respectfully Engage • You Stop Being Sisyphus • Modeling as a Core Practice • The Iceberg That Sinks Our Initiatives • Events • Patterns and Trends • Structure • Mental Models • The Blame Game • Your Practice: The Iceberg Model • MAGO’s Quandary: Shifting Perspective • Support for Your Practice: Shifting Perspective Is Hard

خودآگاهی به عنوان یک مهارت بنیادی

Systems Thinking: The Hard Parts • Decision Making Is a Noisy Process • Observe Your Thinking • Your Practice: Flow with Your Thinking • Alternative Practices • MAGO: Everything Is in Our Blind Spots • Model the Current System • Research Similar Systems • Listen to the Pain • Make Some Prototypes • What If We Do Nothing? • Support for Your Practice: 12 Things Self-Awareness Taught Me

جایگزینی واکنش با پاسخگویی

Noticing Your Reactions • Opinion-Driven as Normal • Empathy as a Core Skill • Create Space for Your Reactions • Your Practice: Options When Reacting • “Yes, and…” • The 24-Hour Rule • Breathe • Go for a Walk • Make a Snack or Take a Nap • Write • Notice Your Triggers: They Are Clues • MAGO’s Reactions • Support for Your Practice: The Stories Don’t Have to Be the Same

یک سیستم یادگیری

A Learning-Driven Career • Practice 1: What Motivates You? • Designing Your Learning Activities • Generate Artifacts • Observe and Inquire • Synthesize • Experience • Practice 2: Describe Your Activities • Designing Your Learning Outcomes • Practice 3: Learning Outcomes • Improve Your Ability to Shift Perspective • Increase Your Tolerance for Ambiguity • Understand Context and Relational Impact • Identify Patterns and Structures • Create Groupings and Boundaries Without Reductionism • Think Critically and Apply Sound Judgment • Develop Your Interpersonal Skills • Design Feedback Loops • Practice 4: Who Can Help Me? • One Day at a Time, Forever • MAGO: Boundless Learning Opportunities • Support for Your Practice: It’s All Interrelated

استدلال سیستمی جمعی

What Is Systemic Reasoning? • How Systemic Reasoning Is Collective • Systemic Reasoning Has Other Names • Systemic Reasoning Is Building an Idea • Your Practice: Create a Proposition • Identify Your Idea, Action, or Theory • Identify Your Reasons • Strengthen the Reasons • Be Honest About Potential Pitfalls • Systemic Reasoning Is a Method of Inquiry • Systemic Reasoning Is a Worthwhile Investment • Systemic Reasoning Structures (and Frames) Ambiguity • The Top-Down Elaboration • Strengthening the Reasons • Understandable • Reliable • Relevant • Cohesive • Cogent • Your Practice: Strengthen Your Reasons • MAGO’s Proposition • Support for Your Practice: The Iceberg Model

طراحی حلقه‌های بازخورد

Building Conceptual Bridges • Mind the Gaps • The Bridges • Systems Thinking Needs Feedback Loops • Ask for the Feedback You Need • Get Feedback from People You Need • Follow the Golden Rule of Feedback • Feedback Loops Include Learning • Four Core Skills • How to Listen • Change Your Own Mind • Engage with the Reasons • Look for Fallacies • Your Practice: Get Some Feedback • MAGO: Helpful Conceptual Bridges • Support for Your Practice: Strong Conceptual Bridges

تفکر الگو

What Is Pattern Thinking? • Patterns Produce Events • How Relationships Produce Effect • Same Event, Different Patterns • Where to Look for Patterns • Three Types of Patterns • Seven Pattern Thinking Questions • MAGO: Looking at the Patterns • Patterns in Relationship • External, Technology System, and Process Patterns • Applying the Seven Questions to MAGO • Your Practice: The Seven Questions • Support for Your Practice: Pattern Thinking Outside of Technology

مدل‌سازی، با هم

What Is Modeling? • A Model Doesn’t Unify—Modeling Does • Design Thinking • There’s No One Way • Taking a Systems Perspective • What Do We Model? • The Domain • Causal Loops • The Seven Questions • MAGO from a Systems Perspective • The Problem and Solution Space • Linear and Nonlinear, Revisited • Patterns, Revisited • Your Practice: Go Model • Support for Your Practice: Resources

رهبری سیستمی

The Paradigm We Work In • What Systems Leadership Is Not • Characteristics of Systems Leadership • Architecting Communication Structures • Integrative Leadership • Finding Places to Intervene • Learning Leadership • Developing Learning Heuristics • Seven Learning Heuristics • MAGO: Systems Leadership • Understand the Pain • Identify the System’s Highest-Value Purpose • Model the Current System • Create a Shared Space for Thinking Together • Articulate and Justify the Core Problem(s) • Recommend Pathways Toward Improving the Systems • Design a System of Communication and Encourage Thinking Well Together • Take Excellent Care of Yourself • Encourage Systems Thinking • Your Practice: A Systems Leadership Cohort

بازتعریف موفقیت

Success Is a System • Successful Systems Have Enabling Constraints • Successful Systems Solve Root Causes • Successful Systems Equalize Impact • Successful Systems Generate Knowledge Flow • Your Practice: Success Is a Paradigm Shift • Qualities of Success • Success for MAGO • Support for Your Practice: Objectives for Systems Leaders • Objective: Cultivate Conceptual Integrity in Solution Recommendations • Objective: Improve Knowledge Stock • Objective: Improve Knowledge Flow • Dancing with Systems