Pplication with Peer Review: Analyzing Stall Points Part II

Application with Peer Review: Analyzing Stall Points
Peer Review

By Day 7, you should review your colleaguesa submissions and provide feedback to at least two colleagues (ATTACHED) that have yet to receive feedback from at least two students. In your response, include whether you think the diagram effectively captures root causes and offers potential solutions. Provide an example to support your position. If for some reason your submission has not been reviewed, please either seek out a colleague to review your work or utilize peer reviews of other posts to help enhance your final submission of your Systems Analysis Portfolio, due in Week 5.

Note that an exemplary Peer Review post demonstrates all of the following:

Provides constructive, substantial, and meaningful input that is specific and directly related to the work-product of the colleague as it pertains to the assignment and weekly outcomes that will further assist your peer in developing his or her treatise

Provides comments on organization, grammar, and proper APA formatting

Remains professional in tone at all times

Note: Comments such as a?Good Joba? or a?Interesting Projecta? may be made as encouragement but will not count for credit toward your peer review(s).

General Guidance on Peer Feedback Length: Feedback to a peer will typically be 1a 2 paragraphs, and may also include revisions to the diagram itself

Refer to the Systems Analysis Portfolio Individual Component and Peer Review Rubric found in the Course Information link for additional information. Your Instructor will use this rubric in assessing your peer review.

REFERENCES

Meadows, D. H. (2008). Thinking in systems: A primer. White River Junction, VT: Chelsea Green.
Chapter 4, a?Why Systems Surprise Usa? (pp. 86a 110)
In Chapter 4, the author describes various reasons dynamic systems are surprising (i.e., individualas inadequate mental models) and explores how understanding system characteristics can only lessen surprisesa it cannot eliminate surprises altogether.
Chapter 6, a?Leverage Pointsa Places to Intervene in a Systema? (pp. 145a 165)
Chapter 6 focuses on the importance of changing the structure of systems to produce more desirable leverage points. In addition, the author discusses balancing and reinforcing feedback loops, and the ability to self-organize as the strongest form of system resilience.
Chapter 7, a?Living in a World of Systemsa? (pp. 166a 185)
In Chapter 7, the author provides an overview of encountering new systems based on observation and experience. This overview includes observing the behavior of a system before disturbing it, fully exposing mental models, and compiling accurate and complete information regarding a system.
Braun, W. (2002). The system archetypes. In The systems modeling workbook. Unpublished manuscript. Retrieved from sys_archetypes.pdf
This article reviews common archetypes and explains how to use them in analyzing business issues.
Olson, M. S., van Bever, D., & Verry, S. (2008). When growth stalls. Harvard Business Review, 86(3), 50a 61.
Retrieved from the Walden Library databases.
Well-regarded companies with strong sales can find themselves in an unexpected and unwelcome sales stall. Although leadership at these companies fails to anticipate these reversals, analysts find that many stalls could have been predicted and averted.
Wolstenholme, E. F. (2003). Towards the definition and use of a core set of archetypal structures in system dynamics. System Dynamics Review, 19(1), 7a 26.
Retrieved from the Walden Library databases.
This article reviews system archetypes, suggesting classification schemes and new sets of archetypes. The author encourages decision makers to use these tools to ensure systemic thinking.
Shapiro, R., & Morrison, P. (2012). Bayonne Packaging, Inc. [Case study]. HBS Case 4420. Boston, MA: Harvard Business School. Retrieved from 54012780b9e8f235b65dfa0fbfa988e1
In this case study, a new manager at a manufacturing company needs to understand why increases in sales resulted in profit losses and quality problems.
Optional
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.
Chapter 5, a?A Shift of Minda? (Review from Week 3)
Chapter 6, a?Natureas Templates: Identifying the Patterns That Control Eventsa? (Review from Week 3)