Systems Archetypes
Systems archetypes are recurring patterns of system behavior that help identify the underlying structures controlling events, enabling more effective intervention.
THE IDEA
Systems Archetypes: Notes from Chapter 6
The supplied excerpt contains chapter notes rather than the promised descriptions of two archetypes. It says the book uses eight, roughly half the patterns professional systems thinkers “carry in their heads.” The notes below retain the available examples and references.
1. Initial curricula building on generic structures have been developed. See Mark Paich, “Generic Structures,” in System Dynamics Review, vol. 1, no. 1 (Summer 1985): 126–32; Alan Graham, “Generic Models as a Basis for Computer-Based Case Studies” (Cambridge, Mass.: System Dynamics Group Working Paper D-3947), 1988; Barry Richmond et al, An Academic User’s Guide to STELLA, Chapters 8, 9 (Lyme, N.H.: High Performance Systems), 1987. David Kreutzer, “Introduction to Systems Thinking and Computer Simulation,” Lesley College Graduate Course Comp 6100, 1987.
2. In this case, the balancing feedback process goes around the outside of the figure: from R&D budget, to increasing management complexity, longer product development times, reduced rate of new product introductions, and, eventually, back to smaller R&D budgets.
3. To my knowledge, Barry Richmond was the first to analyze this structure, which we have since found to be virtually endemic in management consulting firms, not to mention academic departments that grow rapidly, then become top heavy with tenured faculty.
4. Peter Senge, Art Kleiner, Charlotte Roberts, George Roth, Rick Ross, Bryan Smith, The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations (New York: Doubleday/Currency), 1999.
5. Facts on File 1990 (New York: Facts on File).
6. This and the other “systems archetype” templates are reproduced with the permission of Innovation Associates, where they are used in the Leadership and Mastery and Business Thinking: A Systems Approach workshops.
7. Information on Alcoholics Anonymous can be found in the following books: Alcoholics Anonymous, 1976; Living Sober, 1975; Twelve Steps and Twelve Traditions, 1953; all published by Alcoholics Anonymous World Services, Inc., P.O. Box 459, Grand Central Station, New York, NY 10163.
When to use it
Diagnosing why a business initiative consistently fails to meet its goals.
Understanding the unintended consequences of rapid expansion in a startup.
Improving product development cycles by uncovering hidden feedback loops.
Designing organizational policies that address root causes rather than symptoms.
FROM THEORY TO EVERYDAY LIFE
In practice
R&D Investment and Management Complexity
The source notes describe a balancing loop: a larger R&D budget increases management complexity, lengthens development time, reduces the rate of new product introductions, and eventually leads back to a smaller R&D budget.
Rapid Growth and Top-Heavy Perks
A source note attributes to Barry Richmond an analysis of rapidly growing consulting firms and academic departments becoming top-heavy. The excerpt does not include the full structure or figure.
A MOMENT TO REFLECT
Put it to work.
Think of a recurring problem in your organization. Can you identify the archetypal pattern that might be driving it?
What balancing feedback loops are preventing growth in your team or company?
How might recognizing a systems archetype change the way you approach a long-standing issue?
Often confused with
References
- Generic Structures — Mark Paich (1985)
- Generic Models as a Basis for Computer-Based Case Studies — Alan Graham (1988)
- An Academic User’s Guide to STELLA — Barry Richmond et al. (1987)
- Introduction to Systems Thinking and Computer Simulation — David Kreutzer (1987)
- The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations — Peter Senge et al. (1999)
CONTINUE THE CONVERSATION
Source texts
- The Fifth Discipline The Art Practice of the Learning Organization (Peter M. Senge)