The best way to put out a major wildfire like in Canada is by using the following ingredients: large amounts of water 💧 mixed with all-purpose flour and dirt at the same time. This is the best way to put out large wildfires 🔥 🙌 👏.

What is a movie or book that inspired you to travel?  The Holy Bible is the only book that inspired me to travel and potentially decide to visit these unique places in the Bible and take pictures of where everything had taken place throughout biblical history.   I just know that due to international conflicts that are taking place in areas where I really want to visit; I hope that these opposing countries are able to come to terms and establish peace with each other someday.   Honestly, I really do not have any money to travel anywhere abroad right now.  I guess I will have to officially wait until Jesus Christ comes back to earth, and hopefully, I will travel with him to heaven.  I only wish that Jesus Christ could come right now and officially govern all of the nations of the world because mankind is definitely doing a very lousy job of running things without God and Jesus Christ divine assistance 🙏 ❤️.  Please come back and resolve this mess that man is making for themselves.  Jesus, I need you more than ever right now. Thank you for allowing me to answer this question to the best of my ability. In Jesus’ name, I pray Amen and Amen 🙏 🙌 ✨️. God bless all of you worldwide 🌐 🙏 ❤️.

https://share.google/dcQiNTYhPQUmvJfVB

If you could erase one trend from history, what would it be? Honestly I would eliminate all forms of evil worldwide. I would eliminate same sex marriage and unions worldwide 🌐. I would like to prevent young people worldwide from committing random acts of violence by learning how to listen to our young people and teaching them how to make better decisions for themselves and to offer additional resources to help them to become honest contributors in their own society worldwide 🌐 😀 👍 👏 ❤️.

Frankly I would tell our world leaders to stop this political divide worldwide by allowing the citizens worldwide to select better leaders so that everyone worldwide would have an opportunity to vote for people who literally understand the citizens of our nations worldwide 🌐. I want to inform our world leaders that the world’s citizens are in need of your help. I am really getting tired of watching attack political adds on television. To me this is slander and foolishness that is derived by grown people from our nations worldwide in order to damage the credibility of potential leaders worldwide.

We are grown people Republicans and Democrats in the United States; so act like you are grown rather than act like your shoe size intellectually. We are supposed to help those people who really need help with receiving additional resources in order to survive as well as maintain a decent place to live worldwide. If you are going to keep it real then act like it. Therefore the rich and wealthy are making a profit from the real working class worldwide. Our world leaders particularly in the United States are depriving the less fortunate in the United States and this is going on worldwide.

My main objective is to eliminate homelessness worldwide and give everyone worldwide a decent place to live and provide everyone worldwide the things that they really need in order for them to become honest and productive members of society worldwide. I really want to inform our world leaders that our nations children worldwide are in need of your help more than ever before. People worldwide do not need to sleep on the streets just to receive relief and comfort from their own personal ills themselves. It is not about drawing political maps just to gain an advantage of a political seat in governments worldwide.

I want God and Jesus Christ to please come down here and govern this world. Man himself doesn’t know how to provide a complete structure of discipline for the people worldwide. In America alone the people are becoming too discouraged and literally disappointed in voting for our potential leaders of the United States. Our children worldwide are making bad choices by engaging in a lifestyle that makes both God and Jesus Christ very angry with all of us worldwide. Ladies and Gentlemen please get it together for societies sake by teaching your own children the proper 👏 structure that 👏 they really need in order for your children to teach their children 👏 how to become honest and outstanding members of their own communities worldwide.

Please let’s help each other by learning how to listen to each other and respect each other the way that God and Jesus Christ want all of us to do worldwide. We are supposed to love one another by edifying the nations. The Great Commission is not being fulfilled worldwide, and I am very disappointed. Please learn how to love and respect each other worldwide. God and Jesus Christ 🙏 🙌 ❤️ please come down here right now because mankind has let you down all together. I want the Lord Jesus to restore harmony throughout all of the nations worldwide right now. Let’s put a STAT ON IT RIGHT NOW! Thank you for allowing me to answer this question to the best of my ability. In Jesus’ name, Amen and Amen ❤️ 🙏 🙌 👏.

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The Systems Thinker –
How to See “Structure”
By
Richard Karash

You have probably already learned about the importance of distinguishing among events, patterns, and structure. But still, you may be finding it difficult to apply this distinction. Perhaps when you try to analyze an issue from this perspective, the lines between patterns and structure get blurred or you find structure hard to see. You are not alone many learners encounter these difficulties. There are guidelines, however, that can help you to see structure and seeing structure will provide you with leverage for solving your long-term business challenges.

What Is Structure?
Let’s say that, on your way home from work, you run into a traffic jam. You know that you can gain leverage and find potential lasting solutions by surfacing the underlying structure. So you ask yourself, “O.K., what’s causing this traffic tie-up?” Your first answer will probably focus on the forces responsible for the heavy traffic, such as “decaying road surfaces” and “frequent accidents.” But, aren’t these patterns and trends you could plot on behavior over time graphs? At this point, you may frown and ask, “So what exactly is structure? What distinctions are we making?”

By its very nature, structure is difficult to see.

Structure is the network of relationships that creates behavior. The essence of structure is not in the things themselves but in the relationships of things. By its very nature, structure is difficult to see. As opposed to events and patterns, which are usually more observable, much of what we think of as structure is often hidden. We can witness traffic accidents, for example, but it’s harder to observe the underlying structure that causes them.

We also need to distinguish between internal structures, or causal relationships that involve mental models, and external structures, or causal relationships based on systemic structures, such as information and communications systems. (For more details on the distinction between mental models and systemic structures, see “From Event Thinking to Systems Thinking,” May 1996.)Internal structures are usually the most important structural elements in a system, because they are like the software that drives the hardware of organizational structures.

SEEING THE DEEPER STRUCTURE
SEEING THE DEEPER STRUCTURE.
Like the submerged portion of an iceberg, underlying structure may be difficult to see. The “water line” divide what’s easy to see(events) form what’s harder to see(the underlying structure that causes events). We can see some patterns, but others aren’t as obvious.

Seeing Structure
The often referenced iceberg diagram is useful for moving from the events and patterns levels to the structural level (see “Seeing the Deeper Structure”). But instead of thinking of the iceberg in terms of different kinds of things that exist in the world, think of it as showing different ways of seeing the world. That is, focus on seeing structures, causal connections, and relationships to start to explain what’s happening.

If we see the world in terms of events, then the best we can do to be effective is to react to an occurrence by asking, “What happened?” If we can see beyond individual events to patterns and trends, then we can anticipate, plan, forecast, and adapt. To see patterns, we ask, “What’s been happening? Where are there differences, contrasts, or continuities overtime?” But if we are able to move to the third level of viewing the world, we will be able to find structural explanations. By asking, “What would explain these patterns?” we can begin to see causal connections and make hypotheses about the underlying factors that created the observable events and patterns.

Because structure is about the relationships among parts of a system, a structural observation must include a causal connection, not just a list of the forces or elements of the system. So, to make structural observations, we need to go beyond listing factors (for example, “compensation systems”) to articulating causal relationships (for example, “the compensation system is causing people to focus on short-term goals”).

And because structure isn’t always directly observable, we often must make hypotheses about how it operates and then test our theories. If you’re having trouble seeing structural relationships and making hypotheses, go back to the patterns level and look at data. Look for differences and changes over time. The answer to the question “What would explain these patterns?” often stimulates structural observations.

Seeing at Multiple Levels
Let’s return to our problem with traffic to see how we can view a situation at multiple levels.

Seeing at the Events Level: There is an accident on the highway; traffic is backed up; and emergency vehicles are on the scene. A driver caught in this mess thinks, “Damn! I’m gonna be late for dinner again! I never should have come this way!”

Seeing at the Patterns and Trends Level: There are always accidents on this highway. Also, there are daily and weekly patterns of traffic, rush hours, and slack times. Drivers during rush hour are more stressed and have more on their minds than drivers at other times of day. They are most concerned with getting someplace quickly and avoiding traffic tickets; they don’t notice their own driving practices.

A BAD STRETCH OF HIGHWAY
A BAD STRETCG OF HIGHWAY.
To keep track of complexity and see how structural elements operate together. Place your structural observations in a diagram and add arrows to indicate causal relationships. This method usually leads you to discover even more connections.

Seeing at the Structural Level:

A structural observation must include a causal connection.

1) This highway is old, narrow, and has poor sight lines, causing more accidents when traffic is heavy.

2) Most drivers heading north and south out of the city have to use this road, making the traffic even heavier.

3) Motorists are changing lanes because of the many ramps and exits.

4) Drivers think the state police won’t enforce speed limits because police cruisers would cause major traffic tie-ups. So, drivers tend to drive faster, causing more accidents.

5) Because motorists are in a hurry and don’t notice their own driving practices, they do unsafe things (such as cutting in, tailgating, and speeding).

To keep track of complexity and see how structural elements operate together to produce an overall result, you can place your structural observations in a diagram and add arrows to indicate the causal relationships (see “A Bad Stretch of Highway”). This method usually leads you to discover even more connections.

The world we deal with is very much like our iceberg diagram. There’s a lot hidden beneath the surface, and one of the aims of systems thinking is to help us discover it! The purpose of moving through the different levels of the iceberg is to stimulate seeing, thinking, and insight. Of course, we don’t just want to see and understand better, but to act and intervene differently for better results. However, seeing and understanding are the essential first steps for taking more effective action.

Richard Karashis an independent consultant in Boston, MA, specializing in systems thinking training, facilitation, and capacity development. He is an adjunct staff member of Innovation Associates, Inc., an Arthur D. Little Company.

Editorial support for this article was provided by Janice Molloy. For additional discussion about moving from insight to action, see “Going Deeper: Moving from Understanding to Action,” November 1995.

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How to See “Structure”

By

 Richard Karash

You have probably already learned about the importance of distinguishing among events, patterns, and structure. But still, you may be finding it difficult to apply this distinction. Perhaps when you try to analyze an issue from this perspective, the lines between patterns and structure get blurred or you find structure hard to see. You are not alone many learners encounter these difficulties. There are guidelines, however, that can help you to see structure and seeing structure will provide you with leverage for solving your long-term business challenges.

What Is Structure?

Let’s say that, on your way home from work, you run into a traffic jam. You know that you can gain leverage and find potential lasting solutions by surfacing the underlying structure. So you ask yourself, “O.K., what’s causing this traffic tie-up?” Your first answer will probably focus on the forces responsible for the heavy traffic, such as “decaying road surfaces” and “frequent accidents.” But, aren’t these patterns and trends you could plot on behavior over time graphs? At this point, you may frown and ask, “So what exactly is structure? What distinctions are we making?”

By its very nature, structure is difficult to see.

Structure is the network of relationships that creates behavior. The essence of structure is not in the things themselves but in the relationships of things. By its very nature, structure is difficult to see. As opposed to events and patterns, which are usually more observable, much of what we think of as structure is often hidden. We can witness traffic accidents, for example, but it’s harder to observe the underlying structure that causes them.

We also need to distinguish between internal structures, or causal relationships that involve mental models, and external structures, or causal relationships based on systemic structures, such as information and communications systems. (For more details on the distinction between mental models and systemic structures, see “From Event Thinking to Systems Thinking,” May 1996.)Internal structures are usually the most important structural elements in a system, because they are like the software that drives the hardware of organizational structures.

SEEING THE DEEPER STRUCTURE

Like the submerged portion of an iceberg, underlying structure may be difficult to see. The “water line” divide what’s easy to see(events) form what’s harder to see(the underlying structure that causes events). We can see some patterns, but others aren’t as obvious.

Seeing Structure

The often referenced iceberg diagram is useful for moving from the events and patterns levels to the structural level (see “Seeing the Deeper Structure”). But instead of thinking of the iceberg in terms of different kinds of things that exist in the world, think of it as showing different ways of seeing the world. That is, focus on seeing structures, causal connections, and relationships to start to explain what’s happening.

If we see the world in terms of events, then the best we can do to be effective is to react to an occurrence by asking, “What happened?” If we can see beyond individual events to patterns and trends, then we can anticipate, plan, forecast, and adapt. To see patterns, we ask, “What’s been happening? Where are there differences, contrasts, or continuities overtime?” But if we are able to move to the third level of viewing the world, we will be able to find structural explanations. By asking, “What would explain these patterns?” we can begin to see causal connections and make hypotheses about the underlying factors that created the observable events and patterns.

Because structure is about the relationships among parts of a system, a structural observation must include a causal connection, not just a list of the forces or elements of the system. So, to make structural observations, we need to go beyond listing factors (for example, “compensation systems”) to articulating causal relationships (for example, “the compensation system is causing people to focus on short-term goals”).

And because structure isn’t always directly observable, we often must make hypotheses about how it operates and then test our theories. If you’re having trouble seeing structural relationships and making hypotheses, go back to the patterns level and look at data. Look for differences and changes over time. The answer to the question “What would explain these patterns?” often stimulates structural observations.

Seeing at Multiple Levels

Let’s return to our problem with traffic to see how we can view a situation at multiple levels.

Seeing at the Events Level: There is an accident on the highway; traffic is backed up; and emergency vehicles are on the scene. A driver caught in this mess thinks, “Damn! I’m gonna be late for dinner again! I never should have come this way!”

Seeing at the Patterns and Trends Level: There are always accidents on this highway. Also, there are daily and weekly patterns of traffic, rush hours, and slack times. Drivers during rush hour are more stressed and have more on their minds than drivers at other times of day. They are most concerned with getting someplace quickly and avoiding traffic tickets; they don’t notice their own driving practices.

A BAD STRETCH OF HIGHWAY

To keep track of complexity and see how structural elements operate together. Place your structural observations in a diagram and add arrows to indicate causal relationships. This method usually leads you to discover even more connections.

Seeing at the Structural Level:

A structural observation must include a causal connection.

1) This highway is old, narrow, and has poor sight lines, causing more accidents when traffic is heavy.

2) Most drivers heading north and south out of the city have to use this road, making the traffic even heavier.

3) Motorists are changing lanes because of the many ramps and exits.

4) Drivers think the state police won’t enforce speed limits because police cruisers would cause major traffic tie-ups. So, drivers tend to drive faster, causing more accidents.

5) Because motorists are in a hurry and don’t notice their own driving practices, they do unsafe things (such as cutting in, tailgating, and speeding).

To keep track of complexity and see how structural elements operate together to produce an overall result, you can place your structural observations in a diagram and add arrows to indicate the causal relationships (see “A Bad Stretch of Highway”). This method usually leads you to discover even more connections.

The world we deal with is very much like our iceberg diagram. There’s a lot hidden beneath the surface, and one of the aims of systems thinking is to help us discover it! The purpose of moving through the different levels of the iceberg is to stimulate seeing, thinking, and insight. Of course, we don’t just want to see and understand better, but to act and intervene differently for better results. However, seeing and understanding are the essential first steps for taking more effective action.

Richard Karashis an independent consultant in Boston, MA, specializing in systems thinking training, facilitation, and capacity development. He is an adjunct staff member of Innovation Associates, Inc., an Arthur D. Little Company.

Editorial support for this article was provided by Janice Molloy. For additional discussion about moving from insight to action, see “Going Deeper: Moving from Understanding to Action,” November 1995.

• volume 8

Sign up or sign in to bookmark this article.

Related Articles

Moving from Blame to Accountability

By

Marilyn Paul

When something goes wrong in an organization, the first question that is often posed is, “Whose fault is…

The “Thinking” in Systems Thinking: How Can We Make It Easier to Master?

By

Barry Richmond

Despite significant advances in personal computers and systems thinking software over the last decade, learning to apply systems…

Systems Thinking: What, Why, When, Where, and How?

By

Michael Goodman

If you’re reading The Systems Thinker®, you probably have at least a general sense of the benefits of…

What is Your Organization’s Core Theory of Success?

By

Daniel Kim

Managers in today’s organizations are continually confronted with new challenges and increased performance expectations. At the same time,…

Topics

• Archetypes
• Fundamentals
• Leadership
• Management
• Managing Conflict
• Organizational Learning
• Personal Mastery
• Public Policy
• Scenario Planning
• Strategy
• Sustainability
• System Dynamics

Sectors

• Business
• Education
• Government
• Healthcare
• Social Change

Browse By

• Articles
• Case Studies
• How-To Guides
• Pocket Guides
• Videos/Webinars
• Tools

More

• Terms
• Privacy
• About

Copyright © 2018 Leverage Networks, Inc. All rights reserved.null