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4 <br /> 1 • Real leverage points in the system are displaced both in time and in space from the <br /> 2 symptoms. <br /> 3 • Collective awareness of the system can produce the shifts needed to produce real, <br /> 4 sustainable change... when see it, we no longer have to be controlled by it. <br /> 5 <br /> 6 Mr. Goodman asked participants if they had witnessed any of the following first-hand: <br /> 7 1. Many of today's problems were yesterday's solutions <br /> 8 2. The Law of Unintended Consequences <br /> 9 3. The Law of Worse Before Better <br /> 10 4. The Law of Compensating Feedback <br /> 11 5. We spend enormous time, effort and money fixing problems we don't really <br /> 12 understand <br /> 13 <br /> 14 Conventional vs. Systems Thinking <br /> 15 Mr. Goodman delineated the differences between Conventional and Systems Thinking: <br /> 16 <br /> Conventional Thinking Systems Thinking <br /> Obvious how cause and effect are connected Problems and causes not obviously connected <br /> Others are to blame We are part of the problem <br /> Short-term success leads to long-term success Most quick fixes yield no difference or make <br /> matters worse over time <br /> Optimize the parts Improve relationships among the parts <br /> Do as much as you can as quickly as you can Focus on a few key coordinated changes over <br /> time <br /> 17 <br /> 18 Mr. Goodman polled Commissioners around the following questions about the balance of <br /> 19 conventional versus systems thinking in their organizations: <br /> 20 A. Almost entirely conventional thinking <br /> 21 B. Some systems thinking <br /> 22 C. Pretty balanced <br /> 23 D. Mostly systems thinking <br /> 24 E. No idea... <br /> 25 Mr. Goodman delineated the elements that make for good Systems Thinking issues <br /> 26 • Chronic problems we've been trying to figure out for a long time <br /> 27 • Our thinking hasn't properly matched the problem <br /> 28 • We haven't been as effective as we thought we would be <br /> 29 • We're willing to take a learning attitude—we're willing to suspend those to have an <br /> 30 honest conversation about the problem <br /> 31 • We're the people who can work on it—we have some control <br /> 32 <br /> 33 Introduction to what we know about hunger in Orange County & an introduction to the current <br /> 34 programs to address it <br /> 35 Travis Myren, Deputy County Manager&Ashley Heger, Food Council Coordinator <br />