What Is Systems Thinking? A Beginner's Guide
See how parts connect into wholes. Feedback loops link outputs to inputs. Small changes in leverage points create large effects throughout systems.
What was corrected
Article's research-evidence section attributed a comparative 17-corporation study to Peter Senge's real MIT Organizational Learning Center that could not be verified, cited a researcher named 'Vincent Chow' and an entire 2009 study on 174 manufacturing companies that could not be found in any publication record, and most notably cited an apparently nonexistent researcher named 'David Senge' (a name that echoes the real Peter Senge's surname) in connection with an unverifiable 450-organization study. It also attached specific precise statistics to Sterman's real beer-game research and to C.S. Holling's real 1973 ecological resilience paper that could not be traced to either source. In the case-studies section, it stated the Toyota Production System study's percentages incorrectly (the real gaps were substantially larger than the '37%/34%/25%' cited), described an entire Kaiser Permanente study with figures that could not be verified, cited a '45 times higher' transit-ridership statistic for Curitiba that could not be verified in any source, and included both an unverifiable intermediate one-year injury-rate figure and an incorrect Carnegie Mellon research attribution for the real, well-documented Alcoa/Paul O'Neill safety transformation.
Rewrote the research-evidence section to preserve the real underlying research programs (Sterman's beer game, Senge's MIT Organizational Learning Center work, Holling's ecological resilience theory) while removing the unverifiable studies, the apparently nonexistent researcher, and the unverifiable statistics. Corrected the Toyota study's percentages to reflect the real, larger performance gaps documented in the original research, removed the unverifiable Kaiser Permanente study while preserving an accurate general description of care-coordination systems thinking, removed the unverifiable Curitiba ridership multiplier while keeping the real, verified fuel-consumption figure, and removed the unverifiable Alcoa intermediate figure and incorrect Carnegie Mellon attribution while preserving the real, well-documented injury-rate and net-income figures.
Why this is better
Verified against John Sterman's original Management Science beer-game research, C.S. Holling's original 1973 Annual Review of Ecology and Systematics paper, the original Womack, Jones, and Roos 'Machine That Changed the World' Toyota study, published reporting on Curitiba's transit system, and the well-documented Alcoa/Paul O'Neill safety transformation as covered by Charles Duhigg and Harvard Business School case studies; no corroborating source could be found for a researcher named David Senge, a researcher named Vincent Chow, the described Kaiser Permanente study, or any Carnegie Mellon research on the Alcoa transformation.
More by Emir Baycan in Systems Thinking
- Correction Mapping Complex Systems: A Practical Guide
- Correction Universal Principles That Apply Across Domains
- Correction How Feedback Loops Work