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Systems Thinking Research & Leadership Development Institute (STRLDi)

Systems Thinking Research & Leadership Development Institute (STRLDi)

Strategy Consulting & Corporate Development Training for Learning Organizations

  • About The Organization
    • Personal Letter to Systemic Leaders & Institutions
      • ONE-PAGE CALL TO ACTION
    • About Our Work & STRLDi
      • My Journey and Development as a practitioner of The Fifth Discipline, my Milestones
      • The mistake we make with this work …
      • Misunderstanding The Disciplines: When The Fifth Discipline Is Adopted but Misaligned
        • Building the Second Arm of Humanity: When Learning Must Lead
      • The Story of My Turning Points with The Fifth Discipline
      • The Big Question on The Voice
      • About Peter Senge, the Author
        • Pre-session Pop Quiz #1
          • Pre-session Pop Quiz #1 Answers
    • Blog
  • Chapter 1: Introductions – Why Learning Organizations?
    • The History
    • How Would This Programme Work For Me?
    • Training Proposal Template
    • Programme Flow – A Framework for Developing Competencies in The Fifth Discipline (TFD)
      • STRLDi Introductory Session Briefs (1/2 day)
      • STRLDi Programme Introduction (2 days): Leaders for Learning Organizations @ Work
      • STRLDi Programme Advanced Beginner (3 days): Deepening The Systems Thinking Discipline Practice
      • STRLDi Programme Design: The CEO’s Table – Learning to Create Productive Team Conversations
      • STRLDi Programme Design: Leading the Leader
      • STRLDi Programme Design: The Five-Module Bronze Certification – Leaders for Learning Organisations
        • Programme Post-Graduate: Leaders for Learning Organizations @ Work
      • Reference Books & Videos
      • Programme House Rules & Room Setup
      • FAQs
  • Chapter 2: The Practice at the Heart of A Learning Organization
    • The Seven Disabilities for Learning
    • The Three Core Learning Organization Capabilities
    • Practices from the Field
  • Chapter 3: Seeing Dynamic Complexity
    • Why Do (some) Problems Defy, no, NOT Change?
    • Two ways
    • Systems Thinking – Understanding The Onion, Understanding Our World Today
      • How the Onion Was Discovered
    • Introduction to Systems Thinking
    • When we say solved, what does it mean?
    • The Laws That Govern Dynamic Complexities [NEW & UPDATED]
      • Law #1: Today’s Problems Come From Yesterday’s Solutions
      • Law #2: The Harder You Push, the Harder the System Pushes Back
      • Law #3: Behaviour Grows Better Before It Grows Worse
      • Law #4: The Easy Way Out Usually Leads Back In
      • Law #5: The Cure Can Be Worse Than The Disease
      • Law #6: Slower (and consistent) is Faster
      • Law #7: Cause and Effect are not Closely Related in Time and Space
      • Law #8: Small (consistent) Changes can Produce Big Results But the Areas of the Highest Leverage are often the Least Obvious
      • Law #9: You Can Have Your Cake and Eat It Too
      • Law #10: Dividing an Elephant in Half does not Produce Two Small Elephants
      • Law #11: There is No Blame
    • The Language of Systems Thinking
    • Uncovering System Archetypes (Systemic Structures)
    • System Archetypes
      • The Behavior of the Reinforcing Loop (RL)
      • The Behavior of the Balancing Loop (BL)
      • Accidental Adversary (AA) Archetype (Systemic Structure)
      • Drifting Goals (DG) Archetype (Systemic Structure)
      • Escalation (Esc) Archetype (Systemic Structure)
      • Fixes That Backfire Archetype (FtB) Systemic Structure
      • Growth and Underinvestments (G&U) Archetype (Systemic Structure)
      • Limits to Growth (LtG) Archetype (Systemic Structure)
      • Shifting the Burden (StB) Archetype (Systemic Structure)
      • Success to the Successful (StS) Archetype (Systemic Structure)
      • Tragedy of the Commons (ToC) Archetype (Systemic Structure)
  • Chapter 4: Understanding Dynamic Complexity
    • Mental Models – Understanding Our System
      • Tracing the Lineage of Mental Models
      • What led Plato and Kanto to Their Ideas?
      • Reaction Against Behaviorism
      • What led Craik to His Ideas?
      • What led Argyris and Schön to Their Ideas?
      • What led Senge to Develop His Ideas on The Discipline of Mental Models
      • Are the Unconscious Stories We Tell Ourselves The Same As The Stories We Hide or Mask from Others?
      • #1: Testing the Limits of Each Thinking by Situation Series: Individual – Self-doubt and Imposter Syndrome
      • #2: Testing the Limits of Each Thinking by Situation Series: Individual – Repeated Career Dissatisfaction Syndrome
      • #3: Testing the Limits of Each Thinking by Situation Series: Siblings – Same Gender
      • #4: Testing the Limits of Each Thinking by Situation Series: Siblings – Different Gender
      • #5: Testing the Limits of Each Thinking by Situation Series: Parents & Child
      • #6: Testing the Limits of Each Thinking by Situation Series: Communities & Extended Families
      • #7: Testing the Limits of Each Thinking by Situation Series: Small-scale organizations
      • #8: Testing the Limits of Each Thinking by Situation Series: Large-scale organizations
      • #9: Testing the Limits of Each Thinking by Situation Series: Governments
      • #10: Testing the Limits of Each Thinking by Situation Series: Nations
      • #11: Testing the Limits of Each Thinking by Situation Series: Regions
      • #12: Testing the Limits of Each Thinking by Situation Series: Zero-Sum Assumption
      • #13: Testing the Limits of Each Thinking by Situation Series: Manipulation
      • Practicing Mentals Models – A Self Discipline
    • Team Learning – Seeing Our Systems
    • Personal Mastery – Envisioning Our Part in The System
      • Personal Mastery: The Most Misunderstood Discipline
      • Robert Fritz’s Core Concepts That Shape Senge’s View of Personal Mastery
      • Eastern Philosophy Insights That Shape Senge’s Personal Mastery Discipline
      • How to Navigate Creative Tension Without Collapse in Hardship
      • Vision is most essential in times of hardship – Nelson Mandela
      • Daily Practices to Navigate Creative Tension in Hardship
      • Navigating Creative Tension in Singleness & Fear of Intimacy
      • Navigating Creative Tension Without Collapse: For the Single, Long-Term Unemployed Entrepreneur
      • Navigating Creative Tension Without Collapse — As a Single Wealth Creator with Limited Means
      • Leading From Within: Daily Practices for Visionary Leadership in Times of Creative Tension – Climbing With Purpose – How to Rise in Your Career Without Leaving Others Behind
      • Becoming Who I Want to Be: Daily Practices for Teenagers Building Their Future
      • Your Practice Pathway: Personal Mastery Across the Five Disciplines
      • The Deep Resonance and Yet the Critical Distinction between Personal Mastery in Peter Senge’s The Fifth Discipline and Presencing in Otto Scharmer’s Theory U.
      • Daily Practice of Developing A Personal Vision Rooted In Purpose
      • Three Pathways of The Practice of Personal Mastery:
    • Shared Vision – Envisioning the Whole
  • Chapter 5: Dealing with Complexity – Solving the Problem
    • Healing Vicious / Stubborn Problems
    • National Strategic Planning Systemic Guide (NSPSG)
    • Indicators of Progress within Organizational Systems
    • Indicators of Progress with Natural Systems (/ Environment)
    • Indicators of Progress – Economic System
    • Indicators of Progress for a Nation
  • Chapter 6: Research Works- In-Progress of Sectoral / National / Regional / Global Systemic Relevance
    • Global Sustainable Development Goals
  • Chapter 7: Publications – The Systemic Thinking Columnist Articles
    • Global Systemic Data Organizing Body
    • National Systemic Strategy Development Programmes – A Reflection and Proposal for SoLs Around The Globe
      • HAMMER IN SEARCH OF STUBBORN NAILS – ISSUES THAT HAVE RESISTED OUR EFFORTS TO CHANGE THE COURSES OF THEIR DIRECTIONS
      • Formulating, Analyzing, Operationalizing Strategies
      • Community Speaks Series: Issues Spanning KSL1
        • When Communities Speak Unity – Korea
        • When the Community Speaks Population Size Changes
        • Ways Societies Can Be Organised or Self-Organise
          • Major Types of Socialist Thinking
          • What is The Optimal State of Each Societal Model That is Economically Practical?
          • What Does It Take For Each Social Organization To Succeed?
          • Southern Africa Development Scenarios
        • When the Community Speaks the Marriage Institution and Family
        • When The Community Speaks … Learning Beyond Education. Short Notes.
          • When the World Speaks … Africa & STEM
        • When the Community Speaks Global Education System Designed for Learning
        • When the Community Speaks Personal Career Choices & Personal Emotional Drives
        • When The Community Speaks Cracking the Botswana Productivity Code. Short Notes. Part I
        • When The Community Speaks Cracking the Botswana Productivity Code. Short Notes. Part II
        • When Matchsticks Meet Megawatts: Why STEM Matters in Regulation
        • When Community Speaks …. Transitioning from Hustling to Industry Requires More Than a New Dress Code—it Demands a New Way of Thinking.
        • When the Community Speaks … Gendered Violence
        • When the Community Speaks Crime
        • When the Community Speaks Corruption
        • When the Community Speaks Honest Media Reporting
        • Builders or Bystanders? Three Strategic Scenarios for Botswana’s STEM Future
      • Nature Speaks Series: Issues spanning KSL2
        • When Nature Speaks Eratic Weather Systems / Global Warming
          • What Nature Speaks Water Usage and Agriculture
        • When Nature Speaks Land Health
          • When Nature Speaks Plant Generation
            • National Agriculture Development Matrix
            • Comprehensive National Horticulture Production Strategy: From Farm to Fork to Export
          • When Nature Speaks Animal Generation
            • When Nature Speaks “wildlife”
              • When Nature Speaks … Wildlife. Be calm. Love an elephant. What everybody should know about these gentle giants.
              • Global Human-Elephant Conflict
            • When Nature Speaks … His-story of Cattle Production in Botswana
            • When Nature Speaks Land Health
        • When Nature Speaks Human Health
          • When Nature Speaks Communicable Diseases
          • When Nature Speaks Non-communicable Health Concerns
          • When Nature Speaks Rare Genetic Diseases
      • Economy Speaks Series: Issues Spanning KSL3
        • When The Economy Speaks Growing Economic Sectors
        • When Economy Speaks … The Global Diamond Market
        • When the Economy Speaks …. AU + AfCFTA Comparison with global regional economic cooperation platforms
        • When Economy Speaks … Regional Shared Production Planning – SADC
        • When The Economy Speaks Reversing National Unemployment Statistics
          • When The Economy Speaks ICT Graduate Unemployment Is Just the Tip of National Unemployment Iceberg
            • Addressing Persistent Unemployment in Botswana: A Systems Thinking Approach (Part 1)
            • Addressing Persistent Unemployment in Botswana: A Systems Thinking Approach (Part 2)
              • Reinforcing Behaviour of causal structure influencing unemployment
      • World Speak Series: Issues Spanning KSL4
        • When the World Speaks …. Governance BW
          • When the World Speaks … National Development
        • When the World Speaks … Superpowers
          • When the World Speaks China’s Path to Growth Part I
        • When The World Speaks Wars
          • When the World Speaks Wars – Japan
          • When the World Speaks Wars – Israel-Palestine Conflict
        • When the World Speaks The Global Village
  • Chapter 8: Learnings & Strategy Development Impact Study
  • News & Events on The Fifth Discipline
    • News & Events: SoL Global Forum 2025
  • Contact Us

    Tag: Need to recruit

    Sectoral Article 22: Not enough manpower! Where did all the good men go?

    April 8, 2012May 25, 2018 by sheilasingapore

    Posted in Employment, Management, Strategy Development, Systemic Stories About Our Human RealityTagged Attrition, belief in self, Ego, Learning, Mistakes, Need to recruit, Quality of Results, Quit, Self-Esteem, TrainingLeave a Comment on Sectoral Article 22: Not enough manpower! Where did all the good men go?

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