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“Thinking in Systems” by Donella Meadows

“The Fifth Discipline” by Peter Senge

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I. Core Principles of Systems Thinking

Structure Drives Behavior
A system’s outcomes come from its internal structure (not just individual actions).
Feedback Loops Matter
Systems are governed by reinforcing (amplifying) and balancing (stabilizing) feedback.
Everything is Interconnected
Elements interact dynamically; changing one part can affect the whole.
Delays Cause Complexity
Time lags between action and effect lead to oscillations, overreactions, or failure to act.
Leverage Comes from Changing the System’s Rules or Mindsets
Deep change often lies not in actions but in beliefs and paradigms.
Today’s Problems Often Come from Yesterday’s Solutions
Short-term fixes can create long-term dependencies or unintended consequences.
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II. Core Frameworks

From Thinking in Systems:

Stock and Flow Diagrams – Visualize how things accumulate and move.
Causal Loop Diagrams – Show feedback relationships (also used in The Fifth Discipline).
Leverage Points (12) – Interventions ranked from shallow (parameters) to deep (paradigms).
System Traps – Recurring failure modes like:
Policy resistance
Tragedy of the commons
Escalation
Drift to low performance

From The Fifth Discipline:

The Five Disciplines:
Personal Mastery
Mental Models
Shared Vision
Team Learning
Systems Thinking (the integrating discipline)
Archetypes (Recurring Patterns):
Limits to Growth
Fixes That Fail
Shifting the Burden
Success to the Successful
Growth and Underinvestment
Escalation
Tragedy of the Commons
The Ladder of Inference – How people jump from observation to action based on internal beliefs.
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III. Mental Models and Mindset Shifts

Think in Loops, Not Lines
Linear cause-effect thinking is too shallow; focus on circular causality.
Paradigms Shape Systems
Deep assumptions or worldviews define how systems behave.
Structure > Blame
Focus on systemic causes instead of blaming individuals.
Leverage Is Counterintuitive
High-impact change often lies in unexpected places (e.g., shifting information flow or mindsets).
Learning Is Key
Personal and team development are vital for systemic adaptation.
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IV. Summary Table: Meadows vs Senge

Meadows vs Senge
Aspect
Donella Meadows
Peter Senge
Focus
How systems behave and change
How people and organizations learn through systems
Signature Tool
Leverage Points, System Traps, Stock & Flow
The Five Disciplines, Archetypes, Mental Models
Style
Analytical, practical
Philosophical, developmental
Key Insight
Structure creates behavior
Learning organizations must master systems thinking
There are no rows in this table
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