Systems Thinking Research & Leadership Development Institute (STRLDi)
Strategy Consulting & Corporate Development Training for Learning Organizations
The case study examines the misconception that organizations face a manpower shortage, attributing it instead to flawed perceptions of effort and efficiency. It highlights how hiring cycles create an illusion of scarcity, ultimately draining energy through procedural compliance. A shift towards systemic understanding and learning is proposed as a sustainable solution.
A Case Study of the Fixes-That-Fail Archetype (STRLDi Compendium of System Archetypes — Draft Edition) “THE LEADERSHIP MIRROR” Every leader believes they are solving problems.Few notice that the problems are quietly solving them. The more effort they invest, the deeper the pattern takes hold — until exhaustion feels like purpose and urgency feels like success. … Continue reading “Urgent Files”
Your thinking is incisive — and it touches a painful global fault line. ✳️ Introductory Paragraph: The world is not waiting. Nations are restructuring their economies, education systems, and regulatory frameworks to meet the demands of an AI-powered, STEM-led global future. That shift was happening as far back as 200 years ago. In the span … Continue reading Builders or Bystanders? Three Strategic Scenarios for Botswana’s STEM Future
Public servants’ regulatory styles adapt based on their understanding of systems, scale, and causality, influenced by their STEM training and the public’s literacy. STEM-trained regulators prioritize design-based control, while non-STEM counterparts often overregulate for self-preservation, risking bottlenecks and stifling innovation in agriculture and manufacturing.
The content discusses the concept of manipulated mental models, emphasizing how controlling narratives maintains power across social layers. It argues that transparency can undermine authority and highlights the importance of recognizing the difference between protection and manipulation. By addressing hidden agendas, trust and empathy can improve relational dynamics.
Chris Argyris and Donald Schön developed the concept of reflection-in-action to address failures in learning and leadership within organizations. They distinguished between single-loop and double-loop learning, emphasizing the importance of real-time reflection. Their work integrated philosophical ideas, focusing on social practice and revealing defensive reasoning, ultimately promoting reflective professionals and learning organizations.
Kenneth Craik introduced “mental models” in his 1943 book, exploring how humans understand and act in the world. He was influenced by early cybernetics, dissatisfaction with behaviorism, and his background in psychology and physiology. Craik’s insights laid the groundwork for cognitive science, AI, and the impact of beliefs on decision-making.
Cognitive psychology emerged in the mid-20th century as a response to the limitations of behaviorism, which ignored internal mental processes. Key catalysts like World War II, information theory, and advancements in computer science prompted a shift toward studying the mind’s role in processing information, leading to foundational concepts and figures in the field.
From Inner Maps to Systemic Tools for Transformation Here is a comprehensive write-up tracing the evolution of the concept of Mental Models — from its philosophical roots to the discipline as defined in The Fifth Discipline. This version is written for a thoughtful reader — who is curious not only about what the concept is, … Continue reading Tracing the Lineage of Mental Models
This post explores transformative innovations throughout history that significantly reshaped society, emphasizing their intentional impact beyond mere technological advances. It highlights the evolution of ideas leading to The Fifth Discipline, which fosters complexity and tacit knowledge essential for effective adaptation. The text calls for a deeper engagement in transformative practices to address modern challenges.
THE ANTI-THESIS: The Misjudged Simplicity of Deep Work Too often, we assume that knowledge—especially the kind required for leadership and systems transformation—can be transferred in slides, soundbites, or summaries. But The Fifth Discipline is not that kind of work. It was never meant to be packaged, diluted, or consumed at speed. UNDERSTANDING TACIT KNOWLEDGE Tacit … Continue reading Mastery Is Not a Metaphor: Honouring the Depth of The Fifth Discipline
Systems Thinking Research & Leadership Development Institute (STRLDi) 