Pplication with Peer Review: Creating Systems Diagrams

Application with Peer Review: Creating Systems Diagrams

In your daily life, you may see a weather system diagram, a readout indicating whether a wireless device is connected to the network, or a traffic sign warning of traffic congestion. These indicators provide feedback on the systems they monitor. In business, managers use systems diagrams in a similar way to monitor operations, to identify the sources of problems, and to devise solutions.

As you review the case study a?Opportunity Consultants, Inc., 2007,a? consider OCIas operations and problems. Think of factors that may be contributing to their poor results. Consider the turnaround teamas ideas for improving the clubas quality of work and what you would do if you were consulting with OCI.

Review the explanation of the a?5-Whysa? in the Weekly Briefing for this week. Also review the material on simple gap analysis. Think about how you could use these systems analysis tools to understand OCIas options.


For this Assignment, use systems analysis to analyze OCIas operations to develop a gap analysis diagram.

Post a draft of your summary paper and diagram by Day 3 to the Peer

Review Forum in the Assignments area of the course navigation menu.
General Guidance on Assignment Length: Your summary and diagram will typically require 4a 5 pages (2a 3 pages if single spaced), including the diagram.


Meadows, D. H. (2008). Thinking in systems: A primer. White River Junction, VT: Chelsea Green.
Chapter 3, a?Why Systems Work So Wella? (pp. 75a 85)
Meadows describes three characteristics that make up a successful system: resilience, self-organization, and hierarchy. In addition, the author provides insight into why these characteristics are important in developing a thriving system.
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.
Chapter 2, a?Does Your Organization Have a Learning Disability?a? (pp. 17a 26)
In Sengeas view, every organization suffers from seven basic learning disabilities that stem from the design and management of organizations. The author purports that learning disabilities in organizations are often not obvious and that the first step in overcoming a learning disability is to know how to identify it. The author explains each learning disability and provides examples in an effort to assist managers in identifying these disabilities within their own organizations.
Shook, J. (2009). Toyotaas secret: The A3 report. MIT Sloan Management Review, 50(4), 30a 33.
Retrieved from the Walden Library databases.
This article describes how Toyota uses a one-page tool to document and solve problems and to learn from them. This tool features visual information that encapsulates key information in a format that team members can grasp quickly.
In light of Toyotaas production problems that began in 2009, when the pedal mechanisms malfunctioned and caused unintended acceleration, it is worth noting that even companies with strong systems practices can fail if leadership loses its focus.
Werhane, P. H. (2008). Mental models, moral imagination and system thinking in the age of globalization. Journal of Business Ethics, 78(3), 463a 474.
Retrieved from the Walden Library databases.
In this article, Werhane connects a companyas mental models (how it has traditionally thought) to its use of moral imagination so that it can consider innovative, ethical policies and practices. She also explains how the company uses system thinking to consider the wider impact of those policies and practices.
Wheatley, M. J. (2008). Self-organized networks: What are the leadership lessons? Leadership Excellence, 25(2), 7a 8.
Retrieved from the Walden Library databases.
In this article, Wheatley describes living systems and peopleas capacity for dynamic change, as well as the tension these systems present to hierarchies and chains of command in the real world. As described in this weekas Weekly Briefing, consider how Wheatley explains functional and dysfunctional organizations.
Landel, R., & Reynolds, W. (2007). Opportunity Consultants, Inc., 2007 [Case study]. HBS Case UV0833. Charlottesville, VA: Darden Business Publishing. Retrieved from 9aa9f4103d08a463c44c953c1b1d6a20
Opportunity Consultants, Inc. (OCI), is a student-run club at Darden, the business school at the University of Virginia. OCI provides pro bono business consulting to the local community. Darden administrators, concerned about the quality of the consulting, organized a student a?turnarounda? team that devised strategies for revitalizing OCI.
Verity, R. (2009). Systems thinking. ICIS Chemical Business, 276(19), 26a 27.
Retrieved from the Walden Library databases.