Daniel Nkansah System Thinking TASK3
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Western Governors University *
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D268
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Information Systems
Date
Feb 20, 2024
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docx
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6
Uploaded by MegaFox4009
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Nkansah
Daniel Nkansah
Professor Jessica Scott
Introduction Of System Thinking
October 25, 2023
1. Main occurrences in the case study:
• Jamal has grasped the use of the data analytics department's current software.
• Maria, the manager, desires that the group use a new piece of software.
• Jamal and his colleagues are worried about how much time and effort it will take to become familiar with a new system and how it would affect the caliber and productivity of their work.
• Pat, the CEO, is committed to keeping the business competitive and fulfilling future client demands by staying current with analytic tools. • The new software program offers state-of-the-
art features and capabilities that can help the business stand out from more established and larger
firms.
2. This case study's pivotal incidents point to a conflict between embracing new technologies to be competitive and upholding the status quo. The data analytics department staff is apprehensive about the possible drawbacks of moving to a new system since they feel at ease using the present
software. On the other hand, the CEO is more concerned with the company's long-term viability and believes that implementing new technologies is essential to satisfying future customer expectations.
3. Organizational decision-making is the framework that explains the trends in the occurrences in
this case study. Because they are adept at utilizing the present software, the data analytics department staff members have a stake in keeping it that way, as any changes may have a
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detrimental effect on their work quality and efficiency. As the manager of the department, Maria worries about the output of her staff and tries to minimize interfering with their work. On the other hand, the CEO is more concerned with the business's ability to compete and understands that in order to stay ahead of the curve, new technologies must be used. The choice to move to a new software package will ultimately come down to how the business strikes a balance between these conflicting requirements.
STEP 2:
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The first graph diagram illustrates a short-term decline in productivity and efficiency as team members struggle to learn the new software, which is followed by a progressive improvement in these metrics as team members get more used to the new program.
The second graph graphic illustrates how utilizing out-of-date software affects a company's ability to compete over time. This figure illustrates how competitor's adoption of new and improved software and provision of superior client services causes a progressive reduction in the company's market share and customer satisfaction. The team and the CEO might use both of these graph diagrams to help them weigh the possible advantages and disadvantages of moving to new software and make well-informed choices about
what to do next.
STEP 3:
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1.
Success to the successful
2.
It indicates how it’s causal loop diagram and text description corresponds to the facts of the case study.
1.
"Success to the Successful."
2.
The "Success to the Successful" archetype is a self-reinforcing cycle that is created when initial success leads to subsequent success in a reinforcing feedback loop. The first accomplishment in this case study is Jamal and his team's adept use of the available software. Client satisfaction and effective work procedures are two other signs of this achievement. This feedback loop is broken by the addition of new software, which results
in a brief decline in output while the team gets used to the new setup.
The causal loop diagram for this archetype includes a reinforcing loop with the following:
Initial success with the current software program
Structured and efficient workflow and satisfied clients
Expanded competitiveness in the market.
Acquisition and Adaptation of new and improved software
Learning curve and decline in efficiency during transitional period.
Familiarity and Improved skillset as it pertains to using the new software.
Increase in efficiency and success.
The case study's content, which highlights the conflict between preserving the team's existing level of success and implementing new software to remain competitive in the market, is consistent with this causal loop diagram. The CEO is aware of the necessity of meeting customer
requests on time and making use of cutting-edge technologies to deliver precise forecasts and
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analysis. Although the team's present software program has proven successful, they will need to implement new software in order to maintain their performance going forward. As the team gets used to the new system, the adoption of new software causes a little decline in productivity, but it
ultimately results in higher productivity and ongoing success.
3. The primary issue in this case study is how to strike a compromise between the data analytics team's requirement to stick with the software they are already familiar with and their need to adopt new, more sophisticated software in order to stay competitive in the market. This means figuring out how to make the most of the team's access to top-notch tools and resources so they can offer clients high-quality service while also minimizing the probable loss of productivity and
quality that could arise from a software program change. It also necessitates addressing the possibility of resource concentration among prosperous teams, which can result in a shortage of resources for other departments or teams.
3. STEP 4: 1.My suggested answer to this issue is to gradually switch over to the new software, letting the data analytics team stay with the old program while getting assistance and training on the new one. The team will be able to continue producing at its existing level while progressively mastering the new program thanks to this strategy.
2. This solution's advantages include limiting the detrimental effects on output and quality while enabling the group to become accustomed to the new software. It also guarantees that the business maintains its competitiveness and keeps abreast of the most recent developments in data
analytics.
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3. Additional training time and resources, possible resistance to changes by members of the team
during this transition period as well as short interruptions in productivity 4. Other options taken into consideration were to implement the new software program right away, which might cause a big decline in output and quality while it goes through a learning curve, or to wait until later, which might cause the business to lag behind rivals. The chosen approach is better than these alternatives because it finds a middle ground between preserving productivity and quality and being competitive.
5. The suggested remedy is anticipated to benefit the entire system covered in this case study by enabling the business to maintain high standards of productivity and quality throughout the transition phase, remain competitive, and offer clients improved services. It might also help the company develop a culture of ongoing learning and adaptability.
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