The distinction is illustrated in the
following diagram, which represents any system
dealing with a problem that requires activity for its solution. When the activity is
completed, the problem is solved.
Energy reserves
Energy Reserves are needed in order for
activity. If there is no energy to "burn," the
flow of activity cannot take place. The connector running from Energy Reserves to
the activity flow represents this relationship. If something has to be made to solve a
problem there will be stocks of material resources in the system.
The flow of activity, in turn, results
in a consumption of Energy Reserves. The wire
connecting the two flows from activity to consumption represents this relationship.
Knowledge
Knowledge about the way the problem may
be solved also is needed in order for
the activity flow to occur. Hence, the connector running from stock to flow.
However, rather than the activity flow
causing a drain of the Knowledge resource, it
actually is the basis for generating the learning flow from the action, which builds up
the Knowledge stock! The connector between activity and learning represents the
activity basis for learning.
Completed activity
When the problem is solved activity is
completed. If activity was needed to make
something, the object will have reduced an accumulation of demand. During the
operation of the system, in one case, the activity flow (of energy) resulted in a
draining of the resource. In the other (flow of knowledge), it produced a build-up.
Although the latter will not always be the case with catalytic accumulations, the fact
that it does in this particular example makes the distinction between the two types
of resources very clear.
This example illustrates, accumulations
in stocks enable activity to occur. However,
they also can act as constraints or blockages to activity. Pollution clogs lungs,
making it difficult to breathe. Hair builds up in bathtub drainpipes, damming the flow
of water. Accumulations of anger and frustration often inhibit effective
communication. A build-up of resistance slows the pace of organisational change.
Stocks may add to or drain a system. However, in both capacities, they do so by
affecting flows, or activities
