resp org

Question 1

Multi-facet impacts of business

Answer 1

• Innovation
• Economy
• Well-being
• Political system
• Social/culture
• Environment

Question 2

Limits to growth’s world model, simulate the world. Five key variables:

Answer 2

• Population
• Food production
• Industrialization
• Pollution
• Consumption of nonrenewable natural resources

Question 3

Creating CLD, steps:

Answer 3

1. Create variable names (noun)
2. Draw the links (verb) and polarity
3. Close the loops and draw a graph over time
4. Walk through the loop and label it

Question 4

Difference CLD and SFD, CLD is:

Answer 4

• More intuitive to draw & explain
• Easier to trace causalities & identify feedback loops
• Can be too simplified
• Qualitative focused

Question 5

Difference CLD and SFD, SFD is:

Answer 5

• Depicts clearer accumulation points
• Capture the time dimensions
• Often more comprehensive and quantitative-ready
• Less intuitive and more difficult to draw/understand
• Challenges e.g. how to decide which stocks to model.

Question 6

Accumulation in systems enables:

Answer 6

• Buildup of material over time
• Stability
• Feedback loops and emergence of different complexity
• Dependence and vulnerability

Question 7

Integrated reporting framework aims to:

Answer 7

• Provide insight into the resources and relationships (called capitals) an organization uses and affects.
• Show how the organization interacts with its external environment and these capitals to create value over the short, medium, and long term.

Question 8

IR (integrated reporting framework)’s six (resource) include:

Answer 8

• Financial (i.e.), the pool of funds)
• Manufactured (i.e., manufactured physical objects, not necessarily owned by the organization)
• Intellectual (i.e., organizational, knowledge-based intangibles)
• Human (i.e., people’s competencies, capabilities, and experience, and their motivations to innovate),
• Social and relationship (i.e., relationships within and between communities, groups of stakeholders, and other networks)
• Natural (i.e., renewable and non-renewable environments resources)

Question 9

Challenges of the IR (integrated reporting framework):

Answer 9

• Reporting from a single perspective
• Vague definitions
• Accountability or management tool?
• Driving change or keeping the status quo
• Limited appreciation and lack of engagement with sustainability accounting

Question 10

Historical development of stakeholder theory:

Answer 10

• Early influences:
• Freeman’s strategic management: A stakeholder approach (1984)
• Empirical research & development:
• Ethical implications:

Question 11

takeholder salience theory, a framework that helps organizations figure out which stakeholders to prioritize based on three attributes:

Answer 11

• Power
• Legitimacy
• Urgency

Question 12

Salience model, 4 types of stakeholders

Answer 12

• Latent stakeholders (possess only 1 of the 3 attributes)
• Expectant stakeholder (possess any 2 of the 3 attributes)
• Definitive stakeholders (possess al 3 attributes)
• Non-stakeholders or potential stakeholder (no attributes, no salience)

Question 13

Systems (models) always fall short of representing the world fully. Because of:

Answer 13

• Beguiling events.
• Linear minds in a nonlinear world
• Nonexistent boundaries.
• Layers of limits.
• Ubiquitous delays.
• Bounded rationality.

Question 14

Designing changes within a complex System, key points:

Answer 14

• Steps in intervention design
• Leverage points and system characteristics
• Examples
• Challenges in implementing system changes

Question 15

Steps in intervention design:

Answer 15

• Formulate probing questions and understand the system
• Specify goals and objectives
• Identify and select potential options (leverage points)
• Examine the feasibility and consequences of the selected actions

Question 16

Meadows, Place to intervene in a system. Parameters related to the top of the iceberg: events:

Answer 16

12. Numbers
13. buffers
14. stocks and flow structure

Question 17

Meadows, Place to intervene in a system. Feedback relates to the second highest point of the iceberg: patterns/trends:

Answer 17

9. delays
10. balancing feedback loops
11. Reinforcing feedback loops

Question 18

Meadows, Place to intervene in a system. Design relates to the second-lowest part of the iceberg: underlying structures:

Answer 18

6. Structure of information flows
7. Rules
8. Self-organization and empowerment

Question 19

Meadows, Place to intervene in a system. Intent relates to the lowest part (deepest) of the iceberg: mental models:

Answer 19

3. Goals
4. Paradigm
5. Power to transcend paradigms

Question 20

Meadows system intervene, top of the iceberg consists of:

Answer 20

1. Events
2. Patterns/trends
3. Underlying structures
4. Mental models

Question 21

There are challenges involved in implementing system changes because there is/are:

Answer 21

• A lack of shared understanding of the current system.
• Diverse preferences, values, and desirable futures (vision).
• Resistance to change (inert).
• Lack of motivation.
• Conflict of interests.
• Lack of resources (time/money).
• Uncertainty in the future may cause plans to fail.

Question 22

There are 4 steps to create alignment between the goals and actions of the organization:

Answer 22

1. Understand that there are payoffs to the existing system:
2. Compare the case for change with the status quo:
3. Create solutions that serve both their long-term and short-term interests:
4. Illustrate that explicit choice requires a trade-off:

Question 23

Systems: a system is more than the sum of its parts and consists of three things:

Answer 23

• Elements (tangible/intangible)
• Interconnections
• A function or purpose