![]() ![]() To see patterns, we ask, “What’s been happening? Where are there differences, contrasts, or continuities overtime?” But if we are able to move to the third level of viewing the world, we will be able to find structural explanations. If we see the world in terms of events, then the best we can do to be effective is to react to an occurrence by asking, “What happened?” If we can see beyond individual events to patterns and trends, then we can anticipate, plan, forecast, and adapt. That is, focus on seeing structures, causal connections, and relationships to start to explain what’s happening. But instead of thinking of the iceberg in terms of different kinds of things that exist in the world, think of it as showing different ways of seeing the world. The often referenced iceberg diagram is useful for moving from the events and patterns levels to the structural level (see “Seeing the Deeper Structure”). We can see some patterns, but others aren’t as obvious. The “water line” divide what’s easy to see(events) form what’s harder to see(the underlying structure that causes events). ![]() Like the submerged portion of an iceberg, underlying structure may be difficult to see. (For more details on the distinction between mental models and systemic structures, see “From Event Thinking to Systems Thinking,” May 1996.)Internal structures are usually the most important structural elements in a system, because they are like the software that drives the hardware of organizational structures. We also need to distinguish between internal structures, or causal relationships that involve mental models, and external structures, or causal relationships based on systemic structures, such as information and communications systems. We can witness traffic accidents, for example, but it’s harder to observe the underlying structure that causes them. As opposed to events and patterns, which are usually more observable, much of what we think of as structure is often hidden. By its very nature, structure is difficult to see. The essence of structure is not in the things themselves but in the relationships of things. ![]() Structure is the network of relationships that creates behavior. So you ask yourself, “O.K., what’s causing this traffic tie-up?” Your first answer will probably focus on the forces responsible for the heavy traffic, such as “decaying road surfaces” and “frequent accidents.” But, aren’t these patterns and trends you could plot on behavior over time graphs? At this point, you may frown and ask, “So what exactly is structure? What distinctions are we making?”īy its very nature, structure is difficult to see. You know that you can gain leverage and find potential lasting solutions by surfacing the underlying structure. Let’s say that, on your way home from work, you run into a traffic jam. ![]() There are guidelines, however, that can help you to see structure and seeing structure will provide you with leverage for solving your long-term business challenges. You are not alone many learners encounter these difficulties. Perhaps when you try to analyze an issue from this perspective, the lines between patterns and structure get blurred or you find structure hard to see. But still, you may be finding it difficult to apply this distinction. You have probably already learned about the importance of distinguishing among events, patterns, and structure. ![]()
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