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Systems thinking produces an awareness of the connections that link organizational units, people, processes, and behavior.
Unexamined changes in one part of a system can produce unintended consequences elsewhere.
The careless combination of changes or people practices can cause costly problems.
Many relationships have causal linkages; it is necessary to identify and understand them.
To understand causal linkages within an organizational system one must get the facts and use them, aided by statistical modeling, to discern which among many possible causes are truly the most potent.
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