Ch. 8

Front 1

adaptive learning

Back 1

form of learning in which problem solvers adjust their behavior and work processes in response to changing events or trends

Front 2

balancing feedback loops

Back 2

feedback loops that counteract or oppose whatever is happening in a system

Front 3

complex systems

Back 3

system that is comprised o people and activities that mutually inuence each other in complex ways with oten unpredictable outcomes. Elements o the system co-evolve as people and activities move orward together and interact over time.

Front 4

combinational complexity

Back 4

the number of constituaent elements of a system or the nummber of interrelationships that migh exist among them

Front 5

detail complexity

Back 5

another name for combinational complexity

Front 6

discovery

Back 6

form of learning in which innovators learn about possible action alternatives, outcome prefences, and contextual factos.

Front 7

double loop learning

Back 7

form of learning in which problem solvers
attempt to close the gap between desired and actual states of affairs by questioning and modifying those organization’s policies, plans,
values, and rules that frame organizational problems and guide organizational action.

Front 8

dynamic complexity

Back 8

form of complexity that arises from the operation of feedback loops

Front 9

emergence

Back 9

new ideas products, practices, and relationships that arise spontaneoulsly and are neither predicted nor anticipated by participants or observers

Front 10

generative learning

Back 10

form of learning in which problem solvers attempt to eliminate problems by changing the underlying structure o the system. This underlying structure includes the “operating policies” of the decision makers and actors in the system

Front 11

innovation

Back 11

an idea, practice, or object that is perceived as new by an individual or other unit adopting it. also refers to the act of introducing something new into an enviro.

Front 12

learning

Back 12

acquistion of knowledge or skills through study, instruction, or experience

Front 13

learning org.

Back 13

skilled at creating, acquiring, and transferring knkowledge, and at modifying its behavior to reflect new knowledge and insights

Front 14

mental models

Back 14

the discipline of constantly surfacing, testing, and improving our assumptions about how the world works

Front 15

org. learning

Back 15

org. wide process that involves the systematic integration and collective interpretation of new knowledge

Front 16

personal mastery

Back 16

discipline o individual learning, without
which organizational learning cannot occur. Personal mastery involves continuously clariying our individual sense o purpose
and vision, and continuously learning how to see the world as it is without distortion.

Front 17

policy resistance

Back 17

tendency for interventions to be delayed, diluted, or defeated by the response of the system to the intervention itself

Front 18

reinforcing feedback loops

Back 18

feedback loops that amplify or intensify whatever is happening in a system

Front 19

shared vision

Back 19

the discipline of generatin a common answer to the question "what do we want to create"

Front 20

single loop learning

Back 20

error and correctionn process whereby problem solvers look for solutions within an org. policies, plans, values, and rules

Front 21

systems thinking

Back 21

seeing wholes, perceiving the structures that underlie dynamically complex systems, and identifying high-leverage change oppurtunities

Front 22

team learning

Back 22

activites carrie out by team members through which a team obtains and processes data that allows it to adapt and improve

Front 23

testing

Back 23

innovators learn about action-outcome relationships. In particular, they learn through successive experimentation which actions reliably produce desired outcomes. Testing is similar to single-loop or adaptive learning.