Profiling And Its Effects On The Company

2449 Words10 Pages
It is commonplace for executive level managers to view areas of a business in isolation, with linear causality, often resulting in a blame culture known as scapegoating. This reductionist view is a traditional paradigm used by the executive level as reassurance that they can predict the outcomes of their decisions in an environment where certainty is highly prized. Although good in theory, and certainly much more comfortable to work with, this hides the complexities that lie at the heart of a company and reduces the ability and inclination of the executive managers (and all managers) to understand the causalities and interactions that influence the company as a whole. A newer way of viewing the company would be through a systems thinking lens that observes the company as a whole and identifies the interconnections that create both intended and unintended (incorrectly known as side effects) outcomes in the company (Sterman 2001). 1.1 System thinking Systems thinking operates through circular causality, with time-delayed feedback loops that are often overlooked due to the impatience of managers and can often lead to managers overcorrecting the system (Sterman 2001). Embracing the complexity of systems, rather than becoming overwhelmed by them, helps improve our ability to identify and understand behavioural patterns that occur within a system and thus increase our understanding of the overall direction of the system. When these behaviours reoccur they are known as
Open Document