Organizing Learning LO7506

John Paul Fullerton (
Mon, 20 May 1996 01:34:04 +0000

Replying to LO7488 --

>>Have others seen archetypes or other Uses of systems thinking where
>>the viewpoint made answers evident that wouldn't seem likely from
>>general observation?

> The whole point of archetypes, as I thought I understood them, was to do
> just that and provide a short-hand for cutting through some of the
> complexity of general observation. It may be my weakness at synthesising
> general information [I hope not] but I have found each archetype helpful
> as a language for describing a general situation [once I had encountered a
> situation where I saw the archetype that is]. Have I misunderstoofd the
> question?

That's basically what my question was about.

Put in other words, have people in practical experience been introduced to
a complex business process and gained insight through applying an
archetype? More particularly, have they gained insight that they wouldn't
have had through some other means? What I would like to know is if an
archetype could be taken off the "mental shelf" when its application
seemed appropriate and the archetype then highlight the point where work
should be applied. I guess the question is, does using the archetypes
UNIQUELY increase one's ability to understand and do in complex processes?

>From another direction, consider the following example.

In a given workplace there are professionals and non-professionals. The
pay for the two groups is notably different; yet the simple capability is
not so notably different. Cycles could be expected, I suppose, in such an
environment and be affected by influx of monies or the cost of living.
Perhaps a case could be built in terms of what would happen and where the
most effective interaction might be applied. Yet, seemingly contrary to
systems thinking or without giving systems thinking too much thought,
someone in management might say, that's not right. It could become a moral
issue that went beyond pricking the conscience right on to being something
to be put forth on the planning table. The beginning of change or notable
change could take place because someone said, I can say that or I should
say that.

That answer is not in systems thinking yet it's a very real answer. It
may not have much to do with bringing the most benefit (though it could
be), yet it's part of allowing, encouraging, acknowledging and paying for

Have a nice day
John Paul Fullerton


"John Paul Fullerton" <>

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