1.

Úvod

2.	Myšlenkové operace

2.1	Proces myšlenkových operací

2.2	Šest způsobů rozhodování

2.3	Kdy je vhodné jaký způsob použít

3.	Systémové myšlení

3.1

Úvod

3.2	Modelování a systémy

4.	Systémové archetypy

4.1	Limity systému (Limity růstu)

4.2	Skrytý efekt

4.3	Porušení cílů

4.4

Eskalace

4.5	Úspěchy úspěšným

4.6	Tragédie běžného

4.7	Oprava, která selhala

4.8	Růst a podinvestování

4.9	Nečekaní protivníci

4.10	Princip přitažlivosti

4.11

Shrnutí

5.	Dopad rozhodnutí

6.

Shrnutí

“ Eroding Goals
Eroding Goals archetype presents itself in situations
where managers fail to meet the stated goals. They
look for a justification to change the goal to a more
attainable one rather than looking for an explanation
why the performance wasn’t as good as expected. In
a way, this is similar to the Shifting‑Burden archetype.
Managers argument that since setting the goals is a
forecast, and future is uncertain, the forecast had just
turned out to be wrong. That’s why performance
should be set against some benchmark without
which it is too easy to lower goals.

Figure 8. Eroding Goals.

Escalation
While trying to pursue the best interests of their organization,
managers engage in escalating behavior,
which becomes harmful to the organization, customers,
stakeholders and shareholders. It’s the competitive
environment that sets conditions for such behavior.
One company’s expansion on the market forces
other companies to expand, which reinforces need
for expansion by diminishing space to grow.
This archetype is hard to escape because acting differently
could have major consequences for the
manager and the firm; although the escalation trap
might be avoided by creating a system of collaborative
goals.

Figure 9. Escalation."

Práce ve formátu MS PowerPoint (*.ppt). Obsahuje schémata.
Vypracováno pro předmět seminář Informačního inženýrství.