These archetypes, in systems thinking, are a problem identification mechanism.
For each archetype, you will soon notice its theme, generic patterns of behavior, a generic feedback loop diagram, the typical mental models that underlie the archetype, and soon you will begin to understand the implications of the archetype and the leverage points to resolve the archetypal behaviors. Once you can identify archetypes and understand leverage points, problem solving at the systems level can take hold -- the archetypes can be broken and real solutions developed.
Once we understand the root of the problem, we can propose and implement interventions, which we can then test back against our vision. We use the image of the iceberg to illustrate how systems thinking can bring us to the root of the problem. The tip of the iceberg is the adverse outcome we have observed or experienced. We then look deeper -- has this happened before? Then further down the iceberg we can examine why this has been happening, and dig deeper until we find at the base of the iceberg the systemic causes that have lead to this recurring problem. The next level down will be physical architecture such as reporting relationships, policies and procedures and contracts. But underlying these are the mental models -- why do we have these reporting relationships? What attitude resulted in the creation of this policy? Once we get to the bottom of this iceberg we should be able to answer this simply question -- how do we improve the performance of the system? Along the way, the underlying attitudes and infrastructure have been revealed and we have taken steps to understand how these contribute...
We can implement the solution and then once again search for archetypes. There are many reasons why the problem is not solved yet -- there could be delays or there could be unintended consequences. Systems thinking understands that not every solution generated will solve the underlying problem right away, but the understanding of feedback loops will allow the manager to analyze the solutions for problems. This provides the opportunity for new learning that can provide better insight into the issues surrounding the problem.
Systems thinking can seem somewhat abstract, but there are tools available to help you apply systems thinking on the job. The first step is to master the analytical tools -- the iceberg concept, the archetypes and the causal loop diagrams. The second step is to communicate in which that encourage others to also understand the systemic issues, rather than simply the "tip of the iceberg" immediately observed ones. The third step is to coach others in the use of the tools and in communication, until the entire organization adopts systems thinking. Remember that systems thinking is a collaborative process -- the more parts of the organization that are involved in it, the better it will work. The organization is the system, so the more the system is engaged in analysis of its ways of doing things, the more likely the solutions generated will take hold quickly, as all elements within the system will be familiar with the tools and language of problem identification and solution-deriving.
