Eu Design Case Study American Design

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The purpose of this memorandum is to complete a systems thinking analysis of the current dilemma facing EU Design and to recommend an effective course to ensure sustained growth and success. The organization is at a crossroads, lying in wait until a definitive direction is determined. A systems thinking approach can aid in this endeavor by providing insight, clarity and resolution. Therefore, I will identify the underlying structures in existence and provide causal loop graphs to further illustrate patterns of behavior, as well as identify impacting variables and their cause-and-effect interactions. Presented in this memorandum are four individual causal loops (blue, green, red, and yellow) and one final combined loop.

The revelation of the systemic dynamics at work within the organization will assist EU Design by providing a solid foundation from which successful advices are derived and decisions best serving the organization can be made. Following my analysis of the final causal loop, I will offer my recommendation
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This increase in multitasking required more working hours in order to see the additional tasks completed. The “s” notation on the link signifies that a change in multitasking, increase or decrease, means the same change for the number of working hours. As working hours continue to climb, so does the employees level of exhaustion. Again, note the “s” on the link. Unfortunately, as long working hours and employee fatigue climb, efficiency declines, as shown by the “o” notation on the link. The “o” indicates an opposite effect between two variables. Lastly, a reduction in workplace efficiency results in a reduction in multitasking. Thus, tired, unproductive employees are unable to keep up with the demanding workload. The depiction above is known as a balancing feedback loop or “B”. A balancing loop works to maintain a preferred level of

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