WMM1 D372 Introduction to systems thinking (TASK 3 ANALYZING SYSTEMS THINKING WITH THE ICEBERG TOOL)

1 WMM1 D372 Introduction to systems thinking (TASK 3: ANALYZING SYSTEMS THINKING WITH THE ICEBERG TOOL) 20252026 Western Governors University

WMM1 — WMM1 Task 3

WGU Introduction to Systems Thinking — D372

2

WGU's Four-Step Tool (based on "Six Steps to Thinking Systemically" by Michael Goodman and Richard Karash) STEP 1: Complete an Iceberg Tool for this case study.

The Iceberg Tool is a way to see how the structure (that is, the background of the case) ties together the individual events and the patterns and trends that emerge from recurring events. Using the Iceberg Tool allows you to see the basic facts and interconnections, an important first step.

Iceberg Tool to Understand Patterns and Structure

Iceberg tool shows events at the top, patterns and trends at the water line, structure near the bottom and less visible.

Questions to Ask 1. What are the key events in this case study?

• • •

Jamal is hesitant to utilize the new program because he is concerned about his immediate performance and because the new application has a steep learning curve associated with it.

Maria recognizes that there has been a drop-in productivity; however, she emphasizes the significance of long-term value and the expectations of the CEO. Keeping up with the ever-changing expectations of customers and ensuring that the company remains competitive are two of Pat's (CEO) core priorities.

2. What patterns do you notice in the key events of this case study?

• •

Prioritizing short-term gains over long-term competitiveness is a common practice.

Struggle between keeping up with present output and incorporating innovative tools in order to make progress in the future.

3 •

It is possible for employees to reject changes if they perceive that the changes will endanger the talents they now possess.

3. What structure(s) explain the patterns of events in this case study?

• • •

People who are caught in a cycle of "comfort with the status quo" are resistant to change once they have reached that point.

There is friction that occurs when there is a misalignment between the mandate of leadership and the support for employee transition.

There is no documented change management procedure in place, which makes it difficult to monitor the retraining of employees and the acquisition of new technology.

4 STEP 2: Draw “Behavior Over Time” Diagrams. (Use as many blank BOT graphs as necessary, given the case study) The BOT diagram helps you identify how human behavior plays out over a specific time period; here, the time is the period in which the case study occurred. It is best to group similar events or patterns together in a diagram; for example, you might create one BOT diagram showing the actions of different team members (all actions) and another for the investments made in marketing campaigns and the resulting return on those investments (all money).

Employee Productivity Over Time 100

Productivity Level (0–100)

90 80

70 60 50 40 30 20 10 0 Start

Software Switch

Training Week 1

Training Week 2

Post-Training

Time Employee Productivity

Company Competitiveness Over Time Competitiveness Level (0–100)

100 90 80 70 60 50 40 30

20 10 0 Current

Market Pressure

Software Switch

Time Company Competitiveness

Post-Training

Client Gains

5 STEP 3: Select the systems archetype that best fits the case study. You may wish to refer to Section 2, Lesson 2.1.

The value of the eight systems archetypes is that they represent common problems within systems. If you can find an archetype that fits the system and the problem(s) you are confronting, you can use established ideas for dealing with the problem(s).

Examine each archetype carefully, comparing its causal loop diagram and text description with the given case study to see which one is the best fit.

1. Which archetype did you select?

Shifting the Burden 2. Why does this archetype best fit the given case study? Explain how its causal loop diagram and text description match up with the facts of the case study.

In the case study of Jaechap Advisors, it is demonstrated that the company depends on a short-term solution, which is to maintain the software that is currently in use, rather than addressing the fundamental issue of using obsolete technology. The pattern known as "Shifting the Burden" is suggestive of this conduct to consider. Jamal and the rest of the team are opposed to moving to the new analytics software because they are concerned about a decrease in productivity as well as a steep learning curve on the newly implemented program. The more fundamental solution, which entails hiring superior tools and providing systematic training for personnel, can be postponed for the time being; but, this concentration on the short term ensures that success will be achieved immediately. Under the guidance of the archetype, the organization steers clear of experiencing discomfort in the short term, but this comes at the expense of innovation and competitiveness in the long run.

Keeping the current software in place temporarily addresses the performance decline, but it also sets up a vicious cycle that puts the primary solution of adopting and training the software at risk. This is demonstrated by the causal loop diagram for this archetype. Relying on solutions that are only temporary undermines efforts to bring about change that is long-lasting. In light of the particulars of the situation, this is consistent: Maria is aware of the fears that the team has, but the company runs the risk of being stuck if it does not have a plan to make the transition easier. Despite the fact that the symptomatic approach is more typical owing to opposition from staff members and the absence of a change management plan, the primary remedy is the CEO's push for innovation. In this particular instance, the "Shifting the Burden" archetype is in complete harmony with the situation.

3. What is the main problem that needs to be addressed in this case study?

According to Jaechap Advisors, one of the challenges they are facing is finding a way to strike a compromise between the demand for ongoing innovation and the necessity for speedy manufacture. There is a lot of pressure on leadership to maintain competitiveness through technological developments, but employees are hesitant to accept a new software system because they are scared that it would have a detrimental influence on their performance. Because of the widespread unwillingness to execute critical adjustments brought about by this imbalance, the future competitiveness of the organization is in jeopardy from this current situation.

6 STEP 4: Generate a solution to the problem.

Systems thinking is a mindset and a process focused on identifying and solving problems. Without problems, there is little need to think systemically. In this step, you consider a full range of possible solutions and select the best one.

1. What solution do you propose for the problem in this case study?

I propose a staged release of the new software in addition to a methodical approach to train and help personnel so that they can better understand it. Job aids, coaching from early adopters, and preliminary training sessions are all components of the process. The approach also includes planned follow-ups to monitor progress. It is recommended that the new method be implemented gradually, beginning with a test group, in order to alleviate concerns regarding the transition and to increase morale among employees.

2. What are the strengths of this solution?

By utilizing this method, the business is able to continue to enjoy success in the short term while simultaneously expanding its capabilities in the long run. A reduction in resistance can be achieved by helping employees and establishing clear expectations before, during, and after the change. By implementing a staged rollout and allocating funds for training, the company will be able to progress its innovative aims and solve the underlying problem of inadequate people preparedness. It is also indicated that the leadership is committed to the performance of workers and the advancement of their careers.

3. What are the challenges of this solution?

In the beginning, one of the most major challenges is determining how much time and resources would be required for training and assistance. It is possible that production will momentarily decrease during the learning period. The leadership should maintain continual contact and support in order to reduce the amount of disengagement that occurs. During the course of the shift, there is also the possibility that there may be logistical problems with interdepartmental cooperation and the management of timelines.

4. What other alternatives did you consider AND why is your selected solution superior to each of them?

One of the possibilities was to continue using the outdated software; however, this was not a viable choice because it would make the company less competitive and unable to satisfy the requirements of the customers in the future. In addition, there was the possibility of rushing into the deployment of software without first receiving enough training, which would undoubtedly result in the exhaustion of the personnel, a decline in performance, and an increase in errors. Because it strikes a balance between innovation and preparedness on the part of employees, the strategy that was chosen is advantageous because it ensures that both present and future requirements are satisfied with minimal resistance and fatigue.

5. What do you project the impact of your proposed solution will be on the overall system described in this case study?

It is anticipated that the implementation of the proposed approach will, in the long run, result in an increase in the organization's creative capacity and agility. As a result of the additional abilities that employees will possess, the company will be in a better position to satisfy the requirements of its customers and to react to fluctuating market conditions. Over the course of time, the organization will be able to wean itself off of outdated practices and cultivate a mentality that recognizes and appreciates innovation and adaptability. As a consequence of this change, the overall performance of the system will be enhanced since it will bridge the gap between the leadership's vision and the implementation of that vision by the staff.