Replying to LO26735 --
Thanks Gavin for your additions.
An archetype as i understand it, is "empty". It is process and structure,
form without content, like "The Tragedy of the Commons". Its content can
be seen in issues and disputes all over the world, from the internal
strife of departments within a company, the problems following mergers,
the taxation of waste etc. to the depletion of natural resources and
wildlife, to the wars between nations. On the one hand we "create"
archetypes, on the other hand we "are" archetypes. You can not be outside
the archetype, you're part of it, defined by it or define the situation.
To me it is not an analysis, not an instrument but a synthesis of a
situation, a kind of dialectic. Agreeing on an archetype doesn't "solve a
problem", it reframes is and makes integration or assimilation possible.
Trying to explain an archetype is translating or trading one metaphor for
another.
The archetype this list is handling on a routine basis are "Addiction
loops", "Drifting goals" and "Growth and underinvestement".
With kind greetings,
Jan
Gavin Ritz wrote:
> > 2. while processing the structure of the process the structuring becomes
> > clear.
>
> This is the part that most concerns me about ST, is that there is really
> no underlying structure that I can identify at all. Structure and process
> are closely aligned e.g. (XYZ) with input x becoming z by transformation
> at Y with structure (XYZ) tube-pump-tube. That is the content fits inside
> the form. This is in my opinion is the most critical issue in complexity
> and systems thinking which systems thinking ignores.
-- With kind regards - met vriendelijke groeten,Jan Lelie
Drs J.C. Lelie CPIM (Jan) LOGISENS - Sparring Partner in Logistical Development mind@work est. 1998 - Group Resolution Process Support Tel.: (+ 31) (0)70 3243475 or car: (+ 31)(0)65 4685114 http://www.mindatwork.nl and/or taoSystems: + 31 (0)30 6377973 - Mindatwork@taoNet.nl
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