In this lecture, we review Chapter 2 (Introduction to Feedback Systems Thinking) from Morecroft (2015). This chapter contrasts event-driven thinking with feedback systems thinking, which are two perspectives on analyzing possible interventions in the world. The former focuses on reacting to problems as they occur, with their causes (as well as the long-term intervention consequences) being outside of the decision-making model. The latter focuses on considering not only the intervention but the possible side effects related to other dynamic forces that are distal from the main problem of interest. A focal road congestion example is used throughout, with the chapter closing on an example about dueling showers ("accidental adversaries") and how they can be viewed as a model for dueling sub-units of a single company with limited capacity to operate both simultaneously.
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