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SECTION III: Questions: Match the correct statements to the right letter on the different levels on the Iceberg Model. Answer in the provided answer sheet (page 1). In systems engineering we have discussed how we react instinctively to events because they often require an instant response. The iceberg model is a systems thinking tool designed to help an individual or group discover the patterns of behavior, supporting structures, and mental models that underlie a particular event. "For example, if a house is burning, we react Level of Perspective Action Mode by immediately trying to put out the fire. Vision Generative Putting out the fire is an appropriate action, but if that's all we ever did, it would be Mental Models Reflective inadequate from a systemic perspective. Why? Because it has solved the immediate Systemic Structures Creative problem (the burning house), but it has done Patterns Adaptive nothing to alter the fundamental structures that caused that event (e.g., inadequate Events Reactive building codes, lack of fire detectors, lack of fire-prevention practices, etc.). In addition, Most people find themselves stuck in the reactive (events) and adaptive we discussed how the system mental (patterns) action modesa situation that does provide leverage in the short term. But to have lasting effect and greater leverage to influence one's models and vision can further explain what future, managers need to learn to operate at the higher levels (systemic structures, mental models, and vision and develop their capacities to be and how may have generated the more creative, reflective, and generative at the appropriate levels. problematic systemic structures" Leverage Increases curu HH Case Study: A machining company mills car parts for Tesla. They perform regular quality control to check scrap rate and record a high scrap rate. To resolve this, the company first rationalizes the problem using the iceberg model. Match the correct statements in the questions below (21 to 25) to the right letter on the iceberg model. What is seen Events (A) JW > Kow R Patterns of Behavior (B) What is generally unseen Systemic Structure (C) Mental Models mumm (D) Vision (E) Source: Adapted from The Iceberg Model by M. Goodman, 2002. Hopkinton, MA: Innovation Associates Organizational Learning. Copyright 2002 by M. Goodman Adapted with permission. 21. Design documentation of the facility layout and management plan shows how production line operations are organized, processed, engineered, renumerated, etc. providing insights into the workings of the company core function. (2) 22. Organizational culture believes that each department and staff is responsible for their own work. Quality department is only responsible for the quality of the output, morning, afternoon, and night shift members are each responsible for just their shift they work in and the process lines they are tasked with. (2) 23. Company policy is that scrapped defective parts, are to be collected sorted and either rework or put in the scrap pile. And try to correct the situation by adjusting the machinery or by inspecting more closely. (2) 24. Historical data of scrap rate produced shows that scrap is high during production shift changes. (2) 25. At the entrance of the company is a board that shows its mission and vision statement "providing the highest-quality products at all times through cooperation among assembly line crews". (2)