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This may seem like an enormous amount of time, but thinking about the issues carefully is likely to take that long. I anticipate you might spend around 90 minutes on this activity. Your notes should capture as many elements of your responses as possible. Their role in developing your skills will become more evident as you work through the unit. The notes you make for this, and some of the other activities, will be important so you should do them as conscientiously as possible. It will also be helpful later if, as you make notes, you date them and leave space for later thoughts and jottings. You will need to keep referring back to them as the unit progresses. I suggest you make your notes in your Learning Journal. So before any of that can happen, make some notes on your responses to the questions in the activity below. You are also likely to form some judgements about your expectations. What you are experiencing now will be re-interpreted as new understandings emerge.
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It's important to get these impressions noted down now, because new ideas and new impressions will quickly overlay the experience. Part 4 Making sense of your experiences of complexityĪt the end of the unit, you are invited to reflect on the sense you have made of systems practice and ‘managing complexity’ together with your own role in making this sense.ģ Part 1: 1 Thinking about expectations 3.1 What are you hoping to learn?Īnticipations and preconceptions are an important determinant of how people learn, so before you read on, I would like to you to record some of what you are experiencing now as you begin the course. You will then be invited to consider your own role in becoming a systems practitioner through the lens of an ideal model and the metaphor of the systems practitioner as juggler. Part 3 Understanding systems approaches to managing complexity Next, presented with a situation you experience as complex, you will be offered powerful systems-thinking tools for devising systems of interest that will support you in making sense of the situation. To start, you will be invited to think carefully about yourself in relation to the course itself – as an introduction to thinking about yourself in relation to any system you devise. The metaphor of the systems practitioner as a juggler of four balls is introduced as a device to explore skill development for effective systems practice – the balls are being, engaging, contextualising and managing. To do so is the hallmark of systemic thinking and practice compared to systematic thinking and practice. Only with this awareness, can you increase your range of purposeful actions in the situation which are ethically defensible. When you meet with a situation you experience as complex you need to think about yourself in relation to the process of formulating a system of interest. Figure 1 An activity-sequence diagram showing the structure of the unit