Abstract for: Using System Archetypes to Support Learning and Strategic Reflection on Persistent Organizational Problems in NGOs

This article investigates the use of system archetypes by non-governmental organizations (NGOs) as a means to support reflection on persistent, or “second order” organizational problems. This type of reflection is a feature of higher-order organizational learning; however, few studies investigate the application of system archetypes to higher-order learning in NGOs. The study in this article builds upon data collected for the empirical research conducted for another academic study. Theoretical work on system archetypes is applied in order to extract additional insights. Using an established method, a number of persistent organizational problems were identified in the NGO case study data. The narratives for five generic archetypes were customized for the NGOs participating, the most common being “Fixes that Fail”, which appeared in three of the four NGOs. Two scenarios for testing the applicability of system archetypes in NGOs have been proposed. This article demonstrates how system archetypes may be identified and customized for practical use, and proposes means for deployment within NGOs to help foster reflective practices as a strategic component of higher-order organizational learning. Overall, this article aims to provide a practical approach to support reflection on intractable organizational problems that may be used by NGO staff, organizational development consultants, and external facilitators of strategic discussions.