標(biāo)題: Titlebook: Making Better Decisions Using Systems Thinking; How to stop firefigh Jaap Schaveling,Bill Bryan Book 2018 The Editor(s) (if applicable) and [打印本頁] 作者: GALL 時(shí)間: 2025-3-21 18:25
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書目名稱Making Better Decisions Using Systems Thinking讀者反饋學(xué)科排名
作者: MAIM 時(shí)間: 2025-3-21 22:47 作者: 責(zé)怪 時(shí)間: 2025-3-22 04:11
Pitfall of a Combination of Short Time Horizon and Not Looking Far Enough Around You,ause you have positive expectations of the intentions and behaviour of the other, in order to improve the collective yield. If the relation of trust has been abused, there are two methods to mend the relationship: 作者: 奇怪 時(shí)間: 2025-3-22 05:07
rm and more effective approach by stepping back and analyzin.This book provides a framework to help managers go beyond simply fighting fires every day, offering the tools to address the underlying causes of recurring problems and deliver long-term solutions.. .The most obvious part of any problem is作者: 極大的痛苦 時(shí)間: 2025-3-22 12:23
What Is Systems Thinking?,ws it as an interactive system. It looks at the system as it ., it looks over the short-term horizon to identify unintended consequences. Insight into the interactions and relationships between phenomena enables you to intervene more effectively作者: 不透明 時(shí)間: 2025-3-22 14:33
Good Management: Dealing Wisely with Dilemmas,roblems are often difficult to fathom because of the distance in time and place between cause and effect. Wisdom is needed for taking time out, to better judge those relationships and improve the overview of the problem.作者: Glutinous 時(shí)間: 2025-3-22 18:22 作者: ETHER 時(shí)間: 2025-3-22 21:22
Book 2018urring problems and deliver long-term solutions.. .The most obvious part of any problem is the pain it causes. The desire to end the pain and find a solution – any solution – that will make it go away now is usually so great that it blinds managers to the underlying systemic cause of the problem. Th作者: 使害怕 時(shí)間: 2025-3-23 04:00
Impatient Managers Create Chaos,asurement is. Our attention is always captured by the most obvious phenomena. We tend to look only at the lilies on the surface of the pond. Systems thinking is not a trick or gadget, it’s a way of approaching reality.作者: Arresting 時(shí)間: 2025-3-23 09:36
Driving Forces that Generate and Sustain Patterns,llowing our instincts cleverly disguised in notions of “rationality”. To create an environment conducive to the smooth functioning of system 2 we have to create the space and the safety to question the “obvious” that was generated by system 1.作者: 陳列 時(shí)間: 2025-3-23 13:34 作者: 高興一回 時(shí)間: 2025-3-23 16:21
Pitfalls of Fear of Facing Reality,tens out as a result of the limitations that are created by the growth itself. Working harder on what created growth at first is not going to help. You have to look at the limitations that slow you down.作者: 不再流行 時(shí)間: 2025-3-23 20:39
Making Better Decisions Using Systems Thinking, instead of facing an unpleasant reality. Systems thinking is a powerful tool for addressing these dilemmas. The archetypes developed offer us sharp insights into the way we unintentionally create patterns that keep bringing us back into the problems we trying to solve and how to deal with them.作者: 寬容 時(shí)間: 2025-3-23 23:42 作者: modest 時(shí)間: 2025-3-24 06:16
. Das verst?rkt sich seit den 1970er Jahren, denn aufgrund der wirtschaftlichen Entwicklung l?ndlicher Gebiete wird sie eher als randst?ndige Bev?lkerungsschicht in der Gesellschaft gesehen bzw. sie nimmt sich selbst als marginalisiert wahr (vgl. Hildenbrand et al. 1992, Brüggemann et al. 1986, Hett作者: 2否定 時(shí)間: 2025-3-24 08:38
Jaap Schaveling,Bill Bryann. Im Laufe der Entwicklung der gewerblichen und wissenschaftlichen L?ngenme?technik wurden die Me?mittel verfeinert, die Genauigkeit erh?bt und neue Verfahren und Ger?te eingeführt; unzureichende Verfahren und Ger?te verschwanden. Es gibt jedoch eine Anzahl von Me?mitteln, die seit den Anf?ngen der作者: frenzy 時(shí)間: 2025-3-24 12:32 作者: Keratin 時(shí)間: 2025-3-24 15:27 作者: seroma 時(shí)間: 2025-3-24 20:29
Jaap Schaveling,Bill Bryanre Schallpegel waren in seiner Umwelt eine Ausnahmeerscheinung von kurzer Dauer. Dies hat sich innerhalb weniger Jahrzehnte in einer Weise ge?ndert, welche man dramatisch nennen darf. Neue Antriebstechniken, sowie Techniken der Kraftanwendung, der Schallübertragung und der elektronischen Verst?rkung作者: 遭遇 時(shí)間: 2025-3-25 02:57
Jaap Schaveling,Bill Bryan sie auch, wenn ihre Ergebnisse den zuvor mit Sorgfalt entwickelten Hypothesen widersprechen oder wenn sich Ergebnisse einstellen, zu deren Vorhersage sich vorher gar keine Hypothesen entwickeln lie?en. Würde dieses Kapitel sich darauf beschr?nken, die übereinstimmungen zwischen Vorhersagen und erho作者: 長處 時(shí)間: 2025-3-25 03:34 作者: 分貝 時(shí)間: 2025-3-25 09:22
Jaap Schaveling,Bill BryanVentilatoren berichtet. Die Me?methode und die gewonnenen Ergebnisse werden diskutiert. Sie zeigen, da? ein formelm??ig darstellbarer Zusammenhang zwischen der DIN-Lautst?rke, gemessen in 1 m Abstand vom Einla? in axialer Richtung, und den jeweiligen Betriebsdaten des Ventilators (Umfangsgeschwindig作者: HAWK 時(shí)間: 2025-3-25 15:12
Jaap Schaveling,Bill BryanVentilatoren berichtet. Die Me?methode und die gewonnenen Ergebnisse werden diskutiert. Sie zeigen, da? ein formelm??ig darstellbarer Zusammenhang zwischen der DIN-Lautst?rke, gemessen in 1 m Abstand vom Einla? in axialer Richtung, und den jeweiligen Betriebsdaten des Ventilators (Umfangsgeschwindig作者: Harness 時(shí)間: 2025-3-25 18:23 作者: 多嘴 時(shí)間: 2025-3-25 23:50 作者: enumaerate 時(shí)間: 2025-3-26 02:32 作者: Affirm 時(shí)間: 2025-3-26 07:33 作者: transdermal 時(shí)間: 2025-3-26 10:18
A Systemic View of Organisations,systems in which everything is interrelated. The complexity within a system is built up from just two basic elements: reinforcing and balancing loops.In an unchecked reinforcing loop a process runs out of hand until it passes its system boundaries. In a balancing loop the system returns to its equil作者: oblique 時(shí)間: 2025-3-26 15:32 作者: chalice 時(shí)間: 2025-3-26 20:51 作者: 最初 時(shí)間: 2025-3-26 21:17 作者: 聯(lián)想記憶 時(shí)間: 2025-3-27 02:51
Driving Forces that Generate and Sustain Patterns,of a situation that satisfies our system 1 needs. Implementing changes creates uncertainty that threatens system 1, who’s needs are formed by genetic factors, early childhood experiences and the “tribe” one belongs to. The experienced threat generates the genetic reaction of fight, flight or freeze,作者: Basilar-Artery 時(shí)間: 2025-3-27 05:31
Two Driving Forces in Depth: Mental Models and Team Learning,ogical to them but that you have not yet discovered their inner logic; their ‘mental model’. Mental models are the lenses through which we see the world and interpret that reality. Groupthink: In situations of great uncertainty and pressure, individuals start to say what they think the others might 作者: MEN 時(shí)間: 2025-3-27 10:16 作者: 暫時(shí)別動(dòng) 時(shí)間: 2025-3-27 15:04
Pitfalls of Short Time Horizon,e back in some form. However practical it is to know these archetypical dynamics, we have to be extremely careful: our minds have the .. Be very precise in checking if the dynamics you see are supported by facts! The central theme of the archetype . is that we take a reasonable measure to remedy an 作者: Organization 時(shí)間: 2025-3-27 18:45 作者: 惡名聲 時(shí)間: 2025-3-27 23:11
Pitfalls of Fear of Facing Reality,g in an industrialised world does not give us those options. We therefore unconsciously create defence mechanisms that mimic our evolutionary choices to suppress our fears and thereby give ourselves the impression that we are in control of the situation. Instead of facing reality we disconnect ourse作者: 全部逛商店 時(shí)間: 2025-3-28 02:35
Pitfall of a Combination of Short Time Horizon and Not Looking Far Enough Around You, a local problem in an unfortunate way. He sweeps his own doorstep and unthinkingly shifts the dirt to the doorstep of the other which may cause frustration and sour the relationship. For co-creation trust is an important condition. Trust can be defined as an attitude of accepting vulnerability, bec作者: indecipherable 時(shí)間: 2025-3-28 10:13 作者: noxious 時(shí)間: 2025-3-28 11:12 作者: AVERT 時(shí)間: 2025-3-28 18:03
The Evolutionary Heritage,on within us all the time and we are seldom aware which of the two has the upper hand. Far more often than we think, we make our decisions emotionally and make up a rationalisation afterwards. To manage complex situations, we need to understand our basic shortcomings.作者: 寒冷 時(shí)間: 2025-3-28 20:33 作者: Adrenaline 時(shí)間: 2025-3-29 01:00 作者: HEED 時(shí)間: 2025-3-29 03:34
Adaptive Leadership, processes, but to monitor/observe whether the processes still fulfil the required purpose. Management should share their observations with the operations people and require them to come up with adaptations to redress the situation. Giving orders to change by management is usually a tiring and futil作者: Range-Of-Motion 時(shí)間: 2025-3-29 07:39
Book 2018nd at the heart of any system are human beings – notoriously short-term and pain-averse creatures who will behave in whatever way minimises pain today even at the expense of pain tomorrow.. .They show how to detect the behavior patterns that have become engrained in the organisation and which underl作者: FORGO 時(shí)間: 2025-3-29 13:36 作者: Statins 時(shí)間: 2025-3-29 17:26 作者: Accolade 時(shí)間: 2025-3-29 22:48 作者: STYX 時(shí)間: 2025-3-30 00:21
Jaap Schaveling,Bill Bryandie Lineale und Platten, die dazu dienen, eine genaue Gerade oder Ebene zu verk?rpern. Diese elementaren Me?mittel k?nnen für sich als Endma?, Ma?stab, Mikrometer usw. auftreten, sie k?nnen aber auch in ein L?ngenme?ger?t eingebaut sein und einen wichtigen Bestandteil desselben bilden (Beispiele: Me作者: 無能性 時(shí)間: 2025-3-30 05:43 作者: Painstaking 時(shí)間: 2025-3-30 11:21 作者: 使閉塞 時(shí)間: 2025-3-30 15:39 作者: 遭受 時(shí)間: 2025-3-30 16:59
Jaap Schaveling,Bill Bryansich im Laufe der Jahre um die L?sung der Teilaufgaben bemüht haben, darf ich dem Kollegen Dipl.-Ing. L. BOMMEs, Beratender Ingenieur VBI, für kritische Textdurchsicht und mancherlei Hilfe bei der endgültigen Textfassung besonders danken.978-3-663-03753-8978-3-663-04942-5作者: 感情脆弱 時(shí)間: 2025-3-30 23:13
Jaap Schaveling,Bill Bryanie Genauigkeit der rechnerischen Vorausbestimmung abgesch?tzt werden. Diese betr?gt etwa ± 3 DIN-phon für Axialventilatoren und Radialventilatoren mit vorw?rts gekrümmten Schaufeln und ± 4 DIN-phon für Radialventilatoren mit rückw?rts gekrümmten Schaufeln.作者: BROOK 時(shí)間: 2025-3-31 01:20
Jaap Schaveling,Bill Bryanie Genauigkeit der rechnerischen Vorausbestimmung abgesch?tzt werden. Diese betr?gt etwa ± 3 DIN-phon für Axialventilatoren und Radialventilatoren mit vorw?rts gekrümmten Schaufeln und ± 4 DIN-phon für Radialventilatoren mit rückw?rts gekrümmten Schaufeln.作者: Camouflage 時(shí)間: 2025-3-31 05:11 作者: Progesterone 時(shí)間: 2025-3-31 11:43
https://doi.org/10.1007/978-3-319-63880-5Pareto Diagrams; System thinking; Root causes; Problem solving; Decision making作者: Obsessed 時(shí)間: 2025-3-31 17:11 作者: 柱廊 時(shí)間: 2025-3-31 17:31 作者: 惹人反感 時(shí)間: 2025-3-31 23:22 作者: 健談的人 時(shí)間: 2025-4-1 03:25
,Systemic Pitfalls in Cooperation; The Pitfalls from a Bird’s Eye View,“It is not enough to be busy; so are the ants. The question is: What are we busy about?’ Don’t confuse activity with results. There is no reason to do a good job with something you shouldn’t do in the first place.” (Henri Thoreau). In this chapter all previous archetypes are summarised on one pagers and all of them on one A4.作者: 微塵 時(shí)間: 2025-4-1 06:36
978-3-319-87662-7The Editor(s) (if applicable) and The Author(s) 2018作者: cocoon 時(shí)間: 2025-4-1 11:53
