BAFRO - Lecture 4 + Lecture 5 + Lecture 6

- Developed in 1950s by prof. Jay Forrester
- Founded on information-feedback control theory
- First application: employment instability at General Electric (3y cycle)

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1. Population
2. Food production
3. Industrialization
4. Pollution
5. Consumption of nonrenewable natural resources

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- A thriving community of academics practitioners and students.
- Application to multiple domains: business, organization, health, transport, environment etc.

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Construct a qualitative model that illustrates the key operation of an organization, the values affected and the key stakeholders.

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- Systematic approach: order in chaos, structure in complexity.
- Assumptions are made explicit.
- Communicate & transfer insights (common structures).
- Allows for critical reflections.
- Helps thinking through the consequences of decisions before taking them.

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By being efficient and managing resilience to survive in the market industry.

Also, these organizations don't only need to manage for productivity but also need to allow room for self-organization.

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- Window dressing: CRS to 'compensate' for an irresponsible businessmodel of the organization.

- Greenwashing: relabelling existing practices so that they appear in line with principles of responsible organizing. This is how certain activities are presented.

- Cherry picking: selective reporting on those indicators on which an organization already performs well, to improve how the organization is percieved.

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1. Parameters: the relatively mechanistic characteristics typically targeted by policy makers.
2. Feedbacks: the interactions between elements within a system of interest that drive internal dynamics.
3. Design: the social structures and institutions that manage feedbacks and parameters.
4. Intent: the underpinning values, goals and world views of actors that shape the emergent direction to which a system is oriented.

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