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SYSTEMS THINKING

SYSTEMS THINKING. Ah Bee Goh 2 October 2010. Tasks successfully completed and on- time. Tasks completed but need twice longer than the anticipated time. Tasks never seem to be able to be completed. Assigned to team leader. Obvious tasks but remained not solved. Unassigned.

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SYSTEMS THINKING

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  1. SYSTEMS THINKING Ah Bee Goh 2 October 2010

  2. Presentation title Tasks successfully completed and on- time Tasks completed but need twice longer than the anticipated time Tasks never seem to be able to be completed Assigned to team leader Obvious tasks but remained not solved Unassigned Tasks completed successfully and promptly Tasks successfully completed and on time Quality & productivity tasks Actions started but remain at status quo Tasks completed but problems not completely got rid off Assigned to individuals Fig. A- an overview

  3. Presentation title Legend 1—Knowledge gap Successful with first action Requires more than one action Team learning Team learning Staff with Right knowledge 1 Team learning Tasks completed successfully and on – time. Team learning R O Gaps still unclosed O F Team learning Fig. B – The ROFO model

  4. Presentation title 1—knowledge gap Successful with first action Successful with first action Requires more than one action Task remains half- completed Team leader has difficulty to co-ordinate . Every member believes he /she has done his/her best Staff with Right knowledge Members request more help from team leader Gaps exist 1 Each member thinks he needs more time R O Each member requests more inputs from others Apply knowledge Management theories Apply knowledge Management theories Tasks never seem to be completed O O F Team leader specifies members’ roles and responsibilities Gaps still unclosed Tasks assigned to team leader Fig.1.0 – Version A

  5. Presentation title Lack of full ownership Lack of focus on solutions Gap- corrective actions completed but not on- time Leader& members think they have done their best Staff with Right knowledge Leader and members have no sense of urgency Leader keeps explaining why it is late 1 Poor follow up by leader R O Tasks completed but need at least twice longer than the anticipated time. O F Tasks assigned to team leader Gaps still unclosed Fig. 2.0 Version B

  6. Presentation title Full ownership Full focus on solutions Leader inspires team members Leader involves himself with members to solve problems Staff with Right knowledge Leader and members have sense of urgency 1 Leader explains clear objectives Tasks completed successfully and on – time. R O Leader is enthusiastic and motivated O F Tasks assigned to team leader Gaps still unclosed Fig. 3.0 Version C

  7. Presentation title Full ownership Full focus on solutions Apply knowledge Management theories Apply knowledge theories management Has sense of urgency and knows the significance of tasks Staff with Right knowledge 1 Individual knows his clear objectives Tasks completed successfully and on – time. R O Individual is enthusiastic and motivated O F Tasks assigned to individual Gaps still unclosed Fig. 4.0 Version I – Individual assignment

  8. Presentation title No ownership No focus on solutions Not wiling to engage staff with right knowledge Gaps exist Lack of enthusiasm and motivation Staff with Right knowledge Lack of knowledge 1 R O Tasks completed but problems not completely got rid off O F Tasks assigned to individual Gaps still unclosed Fig. 5 Version II – individual assignment

  9. Presentation title No ownership No focus on solutions Gaps exist Staff with Right knowledge Gives up easily Give reasons that others are not helping him 1 R O Actions started but remain at status quo O F Tasks assigned to individual Gaps still unclosed Fig. 6 Version III – individual assignment

  10. Presentation title F1 AND F2 FULFILLED F1-LACK OF KNOWLEDGE GAP CLOSED GAP F2-NO OWNERSHIP OF TOTAL PROCESS FIG. 4.0-2

  11. Presentation title References • The Goal- by Eliyahu M.Goldratt and Jeff Cox. North River Press. 2nd edition, 1992. ISBN #088427-061-0. • Quality is free- Crosby, P. B. Mentor , New York, 1979, • Managing- Henry Mintzberg, FT Prentice Hall, 2009.ISBN# 978-0-273-70930-5 • The Tacit Dimension- Michael Polanyi , The Univerity of Chicago Press 1966. ISBN 13-978-0226-67298-4. • Knowing and Being- essays by Michael Polanyi . Edited by Marjorie Grene. The University of Chicago Press.1969.ISBN( cloth bound) 0-26-67284-0. ISBN (paper back) 0-226-67285-9. • The Knowledge Creating Company- I. Nonaka. • On Organisational Learning-Chris Argyris. 2nd edition. Blackwell Business 1999. ISBN # 0-631-21308-2

  12. Presentation title References • Intellectual Capital-Johan Roos, Goran Roos, Nicola Carlo Dragonetti and Leif Edvinsson. Maxmillan Business. 1997. ISBN # 0-333-69479-1. • Harvard Business Review on Knowledge management- a Series of knowledge articles Libray of Congress Catalogue Card nimber 98-234096.1998.

  13. Presentation title Thank you very much for your attention. Any questions?

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