Tragedy of the commons - Revision history

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	== External Links ==		== External Links ==
	*[http://www.dummies.com/education/science/environmental-science/ten-real-life-examples-of-the-tragedy-of-the-commons/ Ten Real-Life Examples of The Tragedy of the Commons]		*[http://www.dummies.com/education/science/environmental-science/ten-real-life-examples-of-the-tragedy-of-the-commons/ Ten Real-Life Examples of The Tragedy of the Commons]
		+
		+	== Exercise answers ==
		+	[[File:tragedyOfCommonsEx1.png\|thumb\|left\|The Tragedy of the Commons: Exercise 1]]
		+	[[File:tragedyOfCommonsEx2.png\|thumb\|left\|The Tragedy of the Commons: Exercise 2]]

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	== Exercise ==		== Exercise ==
		+	Now the exercise will be similar to the example above. You are an Admin in a company and you place demands to the company’s IT department. As your productivity rises, your demands for IT rise as well. There is marketing department in the company that places demands to IT as well.
		+
		+	# Create the Casual Loop Diagram for the example.
		+	# There was a change in the company and the IT department now takes demands from Management as well. Create the Casual Loop Diagram for the modified case as well.

	== See Also ==		== See Also ==

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	[[File:tragedyOfCommonsExample.png\|thumb\|centre\|The Tragedy of the Commons: Example of IT Department as the Commons <ref name="braun"></ref>]]		[[File:tragedyOfCommonsExample.png\|thumb\|centre\|The Tragedy of the Commons: Example of IT Department as the Commons <ref name="braun"></ref>]]
		+
		+	There are two parties that place demands to the IT department – Admin and Medicine. As net gains for Admin or Medicine grow, their demands for IT grow and the total number of demands to IT grows. As the total number of demands to IT exceeds the capacity of the IT department, its efficiency falls. Total demands either need to be reduced or IT resources raised. Either way, some kind of coordination and agreement needs to take place.

	== Exercise ==		== Exercise ==

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 === Organization ===
-he System Archetypes are highly effective tools for gaining insight into patterns of behavior, themselves reflective of the underlying structure of the system being studied. The archetypes can be applied in two ways - diagnostically and prospectively.
+The System Archetypes are highly effective tools for gaining insight into patterns of behavior, themselves reflective of the underlying structure of the system being studied. The archetypes can be applied in two ways - diagnostically and prospectively.
 Diagnostically, archetypes help managers recognize patterns of behavior that are already present in their organizations. Archetypes are also useful prospectively for planning. As managers formulate the means by which they expect to accomplish their organizational ends, the archetypes can be applied to test whether policies and structures under consideration may be altering the organizational structure in such manner as to produce the archetypal behavior. If managers find this to be the case, they can take remedial action before the changes are adopted and embedded in the organization’s structure.

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 In many respects the Tragedy of the Commons is a classic example of reductionistic thinking.<ref name="braun"></ref>
 == References ==
 <references/>

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 [[System Archetypes]] describe common '''patterns''' of behavior that we can find in complex '''systems'''. They are part of a larger topic of [[System Dynamics]].
-There is a number of different System Archetypes. Yet there are two basic structures and all the other archetypes are different combinations of the two. The two basic structures are [The Balancing Loop] and [The Reinforcing Loop]. '''The Balancing Loop''' represents an objective not yet met, referred to as a gap between the current state and a desired state. It is common for balancing loops to have one or more delays. For example, there is usually a delay after a change is introduced and before it starts having a visible effect. '''The Reinforcing Loop''' promotes an effect or action. An example can be a savings account in which the interest earned is added to the principal, which itself earns more interest, which adds to the principal, and the cycle repeats. <ref name="sherrer">Sherrer, J. Alex. A Project Manager's Guide to Systems Thinking: Part 2 [online]. Project Smart. 24. 7. 2010 [seen 14. 1. 2017]. Available at https://www.projectsmart.co.uk/project-managers-guide-to-systems-thinking-part-2.php</ref>
+There is a number of different System Archetypes. Yet there are two basic structures and all the other archetypes are different combinations of the two. The two basic structures are [[The Balancing Loop]] and [[The Reinforcing Loop]]. '''The Balancing Loop''' represents an objective not yet met, referred to as a gap between the current state and a desired state. It is common for balancing loops to have one or more delays. For example, there is usually a delay after a change is introduced and before it starts having a visible effect. '''The Reinforcing Loop''' promotes an effect or action. An example can be a savings account in which the interest earned is added to the principal, which itself earns more interest, which adds to the principal, and the cycle repeats. <ref name="sherrer">Sherrer, J. Alex. A Project Manager's Guide to Systems Thinking: Part 2 [online]. Project Smart. 24. 7. 2010 [seen 14. 1. 2017]. Available at https://www.projectsmart.co.uk/project-managers-guide-to-systems-thinking-part-2.php</ref>
 {| class="wikitable" width="350" style="margin-left: 1em; margin-left: auto; margin-right: auto; border: none;"

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	==== Behavior Over Time ====		==== Behavior Over Time ====
		+	Any time a declining trend is seen in the overall performance of each part of the system even as it increases its demand on common resources, there is a good possibility that a Tragedy of the Commons is taking place. This is often accompanied by puzzlement, as each party placing demands on the system cannot understand why their demands are not being met, which typically results in the party increasing its demands yet further. This may continue until the commons collapses. <ref name="braun"></ref>

		+	[[File:tragedyOfCommonsOverTime.png\|thumb\|centre\|The Tragedy of the Commons: Behavior Over Time <ref name="braun"></ref>]]

	==== Consequences in Organization ====		==== Consequences in Organization ====

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 As each person or team increases their demands and expectations of the commons in the name of their own goals, the commons gets under steadily increasing pressure to perform. In the case of commons such as materials or space, there is no conscious awareness of increased demand, but the concrete, physical limitations have no elasticity, and the satisfaction of people or teams placing demands on the commons erodes.
 There can be several consequences as aggregate performance of the commons falls. Here are possible consequences of the problem in an organization:
 *Individual or team performance declines as the erosion of the commons affects their ability to meet individual goals and objectives.
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 *Organizational goals themselves begin to erode and to reflect the diminished ability of the commons to support the goals and objectives of the individuals and teams that depend on the commons.
 *The commons itself deteriorates as a valued and valuable resource to the point where it is regarded as a cause of failure rather than success.
 <ref name="braun"></ref>
 == References ==
 <references/>