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  • Gonzaga - Bsba MM 3-1n Assignment 4

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    Izza Gonzaga
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    1. The document discusses the challenges that businesses face with increasing complexity and the need for a systems thinking perspective. It lists facts about how complexity makes it difficult for businesses to innovate and compete. 2. When complexity is high, the organization enters a difficult state called "The Badlands" where people have different views of their work. 3. The document emphasizes that large organizations are complex living systems that cannot be fully controlled by humans and that re-controlling nature often has negative effects.

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    1. The document discusses the challenges that businesses face with increasing complexity and the need for a systems thinking perspective. It lists facts about how complexity makes it difficult for businesses to innovate and compete. 2. When complexity is high, the organization enters a difficult state called "The Badlands" where people have different views of their work. 3. The document emphasizes that large organizations are complex living systems that cannot be fully controlled by humans and that re-controlling nature often has negative effects.

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    © All Rights Reserved
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    15 views2 pages

    Gonzaga - Bsba MM 3-1n Assignment 4

    Uploaded by

    Izza Gonzaga
    1. The document discusses the challenges that businesses face with increasing complexity and the need for a systems thinking perspective. It lists facts about how complexity makes it difficult for businesses to innovate and compete. 2. When complexity is high, the organization enters a difficult state called "The Badlands" where people have different views of their work. 3. The document emphasizes that large organizations are complex living systems that cannot be fully controlled by humans and that re-controlling nature often has negative effects.

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    © All Rights Reserved
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    POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

    PRINCIPLES OF SYSTEMS THINKING


    INTE20049
    Name: Gonzaga, Czaskizza D. Professor: Iluminada Vivien R. Domingo

    Course/Section: BSBA MM 3-1N Date: July 6, 2022

    A. List 5 facts of the Case

    1. An increase in complexity in an organization or business makes it


    more difficult for businesses to create and retain their competitive
    posture in order to sustain the speed and amount of innovation they
    require to survive.
    2. When system complexity and social complexity are noticeably high,
    an organization enters "The Badlands." Individuals have varied
    viewpoints to prove it, just as in any other business, depending on
    how they view their work from particular angles.
    3. Belief that a complex, living entity, like a large company, can be
    managed by people. Before humans arrived on the scene, the world
    had been around for billions of years. Re-controlling the planet
    frequently has devastating effects.
    4. People attempt to manage their complex work lives in a variety of
    ways, including system fixes and social fixes. They make another
    attempt to control everything and revert to old strategic planning
    methods and tools.
    5. Everyone in the business, from top management to employees,
    must adopt a "soulful" attitude if it is to succeed in the marketplace
    and realize its mission. “Soulful” perspective: health, principles, and
    evolution. We need to have courage, humility, and soul. We also
    need to believe in ourselves and stick to our essential values. We
    can prosper and navigate using these methods.
    B. List 5 issues of the Case

    1. The various perspectives of many persons connected to the


    organization contribute to social complexity. They come from
    various backgrounds and approach their work from various angles.
    2. To get a frightening image of the issues that could occur, it is
    important to understand the complexity of an organization's systems
    because one wrong action could lead to the company's demise.
    This has to do with how organizations or enterprises deal with
    extremely difficult challenges in various ways.
    3.

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