In this Discussion, you will reflect on your experiences throughout the course, addressing some of the highlights of the course, what knowledge or skills

Week 3 Learning Resources

Determining Root Cause: The 5 Why Tool

Using these resources, you will explore the use of the 5-Why tool in determining the root cause of a problem or dilemma. The root cause is the identified causal element. If you can remove, resolve, or change the root cause, you would eliminate or mitigate the dilemma being investigated. As you begin to use and practice root cause analysis, remember that the question of “why” leads to uncovering causes, as opposed to the question of “how,” which leads to implementing solutions to a problem that is potentially not fully understood—so be sure to ask “why.”

· iSixSigma Editorial. (n.d.).  Determine the root cause: 5 whys Links to an external site. . iSixSigma. https://www.isixsigma.com/tools-templates/cause-effect/determine-root-cause-5-whys/

· Lean Enterprise Institute. (2018, July 19).  The 5 whys—lean problem solvingLinks to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=SrlYkx41wEE Note: The approximate length of this media piece is 3 minutes.

· Shook, J. (2009, Summer).  Toyota’s secret: The A3 reportLinks to an external site. .  MIT Sloan Management Review,  50(4), 30–33.

Thinking In Circles: Causal Loop Diagrams

Through these resources, you will explore how systems are a series of cause-and-effect elements that are circular in nature. Each element is both a cause and an effect. Have you felt or heard the sentiment of “I feel like we are going in circles trying to figure out what the problem is; every time we think we have it solved it keeps coming back”? The concern is probably well founded because—unless you are aware of the circular nature of the cause and effect of each element—unintended consequences of previous actions are bound to occur. As counterintuitive as it may sound, to solve problems you must ultimately think in circles.

· Creative Learning Exchange. (2016, September 16).  Introduction to causal loops Links to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=tTo06jbSZ4M Note: The approximate length of this media piece is 4 minutes.

· Kim, D. (n.d.).  Guideline for drawing causal loop diagrams Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/guidelines-for-drawing-causal-loop-diagrams-2/

· Lannon, C. (n.d.).  Causal loop construction: The basics Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/causal-loop-construction-the-basics/

· Sweeney, L. B., & Seville, D. (n.d.).  Creating causal theories Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/creating-causal-theories/

Complexity In System

Using these resources, you will explore the concept of complexity in systems. As you review these resources, keep in mind that complexity should not be confused with the word “complicated.” Through a systems thinking lens, these concepts are much different. From a systems thinking perspective, complexity in its simplest form is defined as  detail complexity, which is when each element of the system or step of the process leads or causes the next. A second type of complexity is  dynamic complexity, which is when the cause and effect are subtle and the interrelationships and interactions over time may not be obvious.

· Martin, R. L. (2013, September 6).  Our self-inflicted complexity .  Harvard Business Review Digital Articles, 1–4. http://hbr.org

· McGinn, D. (2019, January–February).  The costs of complexity are hard to see .  Harvard Business Review,  97(1), 56–59.

· Note: This article is part of a Harvard Spotlight titled “Rethinking Efficiency,” which includes additional articles. It is only recommended that you read the article titled “The Costs of Complexity Are Hard to See” by McGinn. The time estimate is only based on this article.

· McNulty, E. J. (2014, November 11).  The complexity of complexityLinks to an external site. .  strategy+business. https://www.strategy-business.com/blog/The-Complexity-of-Complexity?gko=e589d Time Estimate: 5 minutes

· Reeves, M., Levin, S., Fink, T., & Levina, A. (2020, January–February).  Taming complexity .  Harvard Business Review,  98(1), 112–121.

· Senge, P. M. (2006). Shift of minds. In  The fifth discipline: The art and practice of the learning organization (pp. 68–91). Doubleday.

· Sullivan, T. (2011, September).  Embracing complexity .  Harvard Business Review,  89(9), 88–92.

Important Documents and Resources for the Week

· Wood, D., Vachon, S., & Singh, M. (2015).  Benevento foods: When the rubber hits the dough . Ivey Publishing. http://hbr.org Time Estimate: 15 minutes

· Document:  How to Analyze a Business Case Study (PDF) Download How to Analyze a Business Case Study (PDF)

· Document:  Week 3 Assignment Template (Word document)

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Improving Business Performance

Week 5 Learning Resources

Casual Loop Modeling

Through these resources, you will explore causal loop modeling and how it is used as a method to illustrate a dilemma within a system. Once the causal elements are identified, circular diagrams provide visual representations of the cause-and-effect interrelationships and interactions of those elements. These diagrams serve as diagnostic tools as well as prospective tools that can illustrate unforeseen interactions or consequences of future actions.

· Johnson, L. K. (n.d.).  In search of the perfect causal loop variable Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/in-search-of-the-perfect-causal-loop-variable/

· Kim, D. (n.d.).  From causal loops to graphical functions: Articulating chaos Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/from-causal-loops-to-graphical-functions-articulating-chaos/

· Kim, D. (n.d.).  Graphical functions: “Seeing” the full story Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/graphical-functions-seeing-the-full-story/

· Lannon, C. (n.d.).  Causal loop construction: The basics Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/causal-loop-construction-the-basics/

Introducing the Archetypes

Using these resources, you will explore some of the common archetypes of causal issues that arise within business systems. If you can recognize which archetype is reflected in the system and illustrate a dilemma using the archetypes, you may be able to gain a stronger insight into the underlying behavior of the dilemma. By familiarizing yourself with archetypes, you can become more effective in using causal loop modeling, both as a diagnostic and remediation tool.

· Clancy, T. (2018).  Systems thinking: Three system archetypes every manager should knowLinks to an external site. .  IEEE Engineering Management Review,  46(2), 32–41. https://doi.org/10.1109/EMR.2018.2844377

· Kim, D. H. (2000).  Systems archetypes I: Diagnosing systemic issues and designing interventionsLinks to an external site. . The Systems Thinker. https://thesystemsthinker.com/systems-archetypes-i-diagnosing-systemic-issues-and-designing-interventions/

· Kim, D. H., & Lannon, C. (1997).  Applying systems archetypes Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/applying-systems-archetypes/

· Senge, P. M. (2006). Nature’s templates: Identifying the patterns that control events. In  The fifth discipline: The art and practice of the learning organization (pp. 92–112). Doubleday.

· Senge, P. M. (2006). Self-limiting or self-sustaining growth. In  The fifth discipline: The art and practice of the learning organization (pp. 113–125). Doubleday.

· Senge, P. M. (2006). Systems archetypes. In  The fifth discipline: The art and practice of the learning organization (pp. 389–400). Doubleday.

· Wolstenholme, E. F. (2003).  Towards the definition and use of a core set of archetypal structures in system dynamicsLinks to an external site. .  System Dynamics Review,  19(1), 7–26.

Important Documents and Resources

· Landel, R. D. & Timoshin, D. (2001, March 8).  Rise and demise of the innovative entrant . Darden Business Publishing. http://hbr.org Note: This resource will be used for this week’s Discussion.

· Moon, Y., & Quelch, J. (2018).  Starbucks: Delivering customer service . HBS Case 9-504-016. Harvard Business School Publishing. http://hbr.org Note: This resource will be used for this week’s Assignment.

· Document:  How to Analyze a Business Case Study (PDF) Download How to Analyze a Business Case Study (PDF)

· Document:  Module 2 Assignment Template (Word document)

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Improving Business Performance

Week 6 Learning Resources

Mental Models

Using these resources, you will investigate the subject of mental models. Have you ever asked, “Why do we do it this way?” only to be told, “Because we have always done it this way”? That response is an example of a mental model in business. Mental models are deeply engrained images or ideas of how organizations function, and they can limit or exclude new ways of thinking or acting.

· Garrity, E. J. (2018).  Using systems thinking to understand and enlarge mental models: Helping the transition to a sustainable worldLinks to an external site. .  Systems,  6(2), 15–31. https://doi.org/10.3390/systems6020015

· Senge, P. M. (2006). Mental models. In  The fifth discipline: The art and practice of the learning organization (pp. 129–162). Doubleday.

· Yang, M. M., Yang, F., Cui, T., & Cheng, Y.-C. (2019).  Analysing the dynamics of mental models using causal loop diagramsLinks to an external site. .  Australian Journal of Management,  44(3), 495–512. https://doi.org/10.1177/0312896218823831

Building a Shared Vision

Through these resources, you will explore the topic of shared vision. The practice of shared vision moves a simple idea to a focused plan. The support of others can transform an abstraction into a common aspiration. Having a shared vision is instrumental for an organization, as it provides focus and energy toward a common goal or objective.

· Battilana, J., & Casciaro, T. (2013, July–August).  The network secrets of great change agents .  Harvard Business Review,  91(7–8), 62–68.

· Fang, Y., Francis, B., & Hasan, I. (2018, April 10).  Research: CEOs with diverse networks create higher firm value .  Harvard Business Review Digital Articles, 2–5.

· Senge, P. M. (2006). Shared visions. In  The fifth discipline: The art and practice of the learning organization (pp. 191–215). Doubleday.

· Yang, T.-K., & Yan, M.-R. (2020).  The corporate shared value for sustainable development: An ecosystem perspectiveLinks to an external site. .  Sustainability,  12(6), 2348–2364. https://doi.org/10.3390/su12062348

Team Learning

Using these resources, you will explore the idea of team learning. While individuals may work hard toward a common goal, if the team effort is nonexistent, then it is likely you will have a disorganized and unfocused group that will expend a significant amount of wasted energy. In contrast, team learning produces extraordinary results through shared and coordinated efforts. It can be said that the discipline of team learning begins with dialogue—from the ancient Greek word  dialogos—the free flow of information through group conversation.

· Bui, H., & Baruch, Y. (2010).  Creating learning organizations: A systems perspectiveLinks to an external site. .  The Learning Organization,  17(3), 208–227. https://doi.org/10.1108/09696471011034919

· Daniels, S. E., & Walker, G. B. (2012).  Lessons from the trenches: Twenty years of using systems thinking in natural resource conflict situationsLinks to an external site. .  Systems Research and Behavioral Science,  29(2), 104–115. https://doi.org/10.1002/sres.2100

· Kautt, G. G. (2010, May).  Learning centersLinks to an external site. .  Financial Planning,  40(5), 31–32.

· Senge, P. M. (2006). Team learning. In  The fifth discipline: The art & practice of the learning organization (pp. 216–252). Doubleday.

Important Documents and Resources for the Week

Moon, Y., & Quelch, J. (2018).  Starbucks: Delivering customer service . HBS Case 9-504-016. Harvard Business School Publishing. http://hbr.org Note: This resource will be used for this week’s Assignment.

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Improving Business Performance

Week 9 Learning Resources

System Thinking and Social Change

Using these resources, you will explore how applying systems thinking principles can be used to promote positive social change. As you review these resources, consider how you might apply systems thinking to create change. How might these concepts benefit the greater good?

· Hernández, A., Ruano, A. L., Marchal, B., San Sebastián, M., & Flores, W. (2017).  Engaging with complexity to improve the health of indigenous people: A call for the use of systems thinking to tackle health inequityLinks to an external site. .  International Journal for Equity in  Health,  16(1), 26–31. https://doi.org/10.1186/s12939-017-0521-2

· Stroh, D. P. (2014).  Systems thinking for social change: Making an explicit choiceLinks to an external site. .  Reflections,  14(3), 35–42.

· Stroh, D. P., & Zurcher, K. (2012).  A systems approach to increasing the impact of grantmakingLinks to an external site. .  Reflections,  11(3), 31–43.

Ethical Consideration

Through these resources,  you will investigate how the application of systems thinking principles and tools can assist managers in understanding and mitigating ethical dilemmas. As you review these resources, consider some ethical concerns that you may have encountered in your personal and professional life. Can you think of any ways in which systems thinking principles could have done anything to address or alleviate those concerns?

· Bardoel, E. A., & Haslett, T. (2006).  Exploring ethical dilemmas using the “drifting goals” archetypeLinks to an external site. .  Journal of Management Education,  30(1), 134–148. http://dx.doi.org/10.1177/1052562905280836

· Noga, T., Pant, L. W., & Shaw, L. (2011).  Recalibrating ethical dilemmas using the “fixes that fail” archetypeLinks to an external site. .  Journal of Business Ethics Education,  8(1), 115–118.

· Steele, R., & Derven, M. (2015).  Diversity & inclusion and innovation: A virtuous cycleLinks to an external site. .  Industrial and Commercial Training, 47(1), 1–7.

· Werhane, P. H. (2002).  Moral imagination and systems thinkingLinks to an external site. .  Journal of Business Ethics,  38(1/2), 33–42. https://doi.org/10.1023/A:1015737431300

Important Documents and Resources for the Week

Goldratt, E. & Cox, J. (2014).  The goal: A process of ongoing improvement (4th ed., pp. 124–236). North River Press. Note: This resource will be used for this week’s Discussion.

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Improving Business Performance

Week 10 Learning Resources

Personal Mastery

Using these resources, you will explore the concept of personal mastery and its significance in the development of leadership. As you review these resources, consider how you might apply the concept of personal mastery in your own life and within your organization.

· Cropper, B. (n.d.).  Personal mastery—putting the “me” in leadership Links to an external site. . The Change Forum. https://www.thechangeforum.com/Personal_Mastery.htm

· García-Morales, V. J., Lloréns-Montes, F. J., & Verdú-Jover, A. J. (2007).  Influence of personal mastery on organizational performance through organizational learning and innovation in large firms and SMEsLinks to an external site. .  Technovation,  27(9), 547–568. https://doi.org/10.1016/j.technovation.2007.02.013

· Gregg Learning. (2018, February 9).  Personal mastery in leadership Links to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=5KrKgjAbxpw

· Senge, P. M. (2006). Personal mastery. In  The fifth discipline: The art and practice of the learning organization (pp. 129–162). Doubleday.

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Improving Business Performance

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