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Mental models are the bottom layer, which are often some values, beliefs and assumptions in our brains. Although these factors are very hidden, they are the "generators" of system structure and goals, which determine our thinking and actions. For example, the organizational culture and goals of a company are closely related to the values and preferences of the founder. The genes of the company are often brought by the founder. Mental models determine the goals of the system. Goals determine the structure of the system, and the structure affects the behavior of the entire system. Behavior is composed of events in the time dimension.
If we only focus on the appearance of events, we can only "know what it is" but Oman Phone Numbers 3 Million List not why it is. When we realize the relationship between event patterns, system structure, goals and mental models, we can better understand and analyze a system and see the essence through the fog. The first way is to adjust parameters to improve the system. Optimizing parameters can improve system efficiency, enhance performance and reduce costs. However, this is only a limited means. Sometimes you need to redefine the rules by redesigning the feedback loop or change the
system architecture from the bottom to better adapt to the new environment and needs. The second way is to change the rules in the system, which can be achieved through incentives, penalties and restrictions. For example, in an enterprise, you can increase rewards to motivate employees to work harder, and you can also prevent employees from violating regulations through penalties. Standardization of employee behavior can also be achieved through restrictions. Today, Didi Chuxing is a typical example. The platform has established a good feedback mechanism to timely grasp user feedback and evaluation, thereby providing rewards and priority services to excellent drivers and passengers, and restricting or punishing bad drivers and passengers to build a good service ecology.
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