For some time, there has been a slow but gradual rise in the average temperature of the entire globe, a “global warming”, in fact, the result of human and natural processes that have been producing this phenomenon for decades. Since they are not directly perceived by individuals, these processes and their effects have been ignored for a long time, or at least not considered to be immediately harmful and dangerous. Global warming does not depend so much on solar radiation as it does on the greenhouse effect deriving from the continuous emission, by human activities and natural events, of greenhouse gases that accumulate in the atmosphere and form a barrier to the dispersion of heat produced by solar radiation. A good number of models exists to explain how global warming is produced, which are technical in nature and consider the production of greenhouse gases as the most important cause; however, they do not always analyze and justify the reasons for such emissions. Following the logic, language and methods of Senge’s systems thinking, the paper aims to present a general model, the GEAM—qualitative in nature, but rational and coherent—for highlighting the interacting factors that give rise to and maintain global warming. This model constitutes a reference framework to identify possible “strategic areas” within which to identify man-made “artificial” and “natural” factors that can control the phenomenon and to order the countless ideas and interventions that different nations carry out individually to control global warming. The model presented is qualitative in nature and does not allow immediate calculations or forecasts to be performed. However, it could guide in-depth scientific research in generating accurate forecasts and simulation using the tools of systems dynamics. In conclusion, understanding how global warming is created and if and how it could be controlled is the aim of this work. Finally, I want to note that the purpose of this work is not to analyze the technical aspects of the phenomenon of global warming, or to deepen the measures and actions to contrast it, but to provide a “general model of description and understanding” of the phenomenon using logic and language of the Systems Thinking Approach (according to Peter’s Senge and Piero Mella), with the aim of highlighting three fundamental strategic areas for countering the phenomenon and four uncontrollable phenomena, triggered by global warming itself, which can make strategic control difficult. Furthermore, I highlight the role played by the world population, understood both quantitatively as a number and qualitatively as a level of economic development, in the production of global warming. Lastly, I observe how the different strategic actions that nations can, indeed must, implement to stem global warming are systematically interconnected and interacting; however, these interactions can produce unknown effects and consequences that must be carefully researched and evaluated—encouraged, if positive, reduced or eliminated if negative.

Purpose: Stereotypes are simplified and widely shared visions held by a social group regarding a place, object, event or recognizable set of people united by certain characteristics or qualities. They are “dangerous” mental models because they are widely disseminated, devious and capable of acting even unconsciously in individuals, social groups and organizations altering the rationality of assessments and choices and producing discrimination and prejudice. Stereotypes acritically extend from a characteristic of a significant percentage of a category to the totality of individuals. The process of generalization triggered by a stereotype produces the error of discrimination and prejudice. There are numerous forms of stereotypes, but this study takes into account gender stereotypes because they act pervasively, often subtly, to reduce “productivity”. People who are aware of being discriminated perceive an unsatisfactory fulfillment of their motivations, which reduces their incentive to improve their performance. Since productivity measures the efficient use of energy from working in production processes, the author believes that wherever gender stereotypes are at play, there is a productive “waste of energy”, an inefficiency in work activity with harmful effects for organizations of all kinds, including families.Design/methodology/approach: The work aims to demonstrate that wherever gender stereotypes are at play, a “waste of energy” manifests itself in terms of productivity, representing an inefficiency in work activity with harmful effects for organizations of all kinds, including families. To describe the negative effects stereotypes produce in organizations, some models are presented based on the methods and language of systems thinking. These models, although typically qualitative, are capable of exploring the most accepted theories in the literature: tournament theory, the Pygmalion effect, the Galatea effect, self-fulfilling prophecies, the Queen bee syndrome, the role congruency theory, the glass ceiling theory (“think manager, think male” and “family responsibilities wall”). The paper follows a predominantly organizational and corporate approach, although the copious literature on stereotypes belongs largely to the area of social psychology and organization studies.Findings: The paper does not consider the psychological origin of stereotypes but highlights their use as routines-shortcuts for evaluations and decisions demonstrating that, when adopted in social systems and within organisations, stereotypes produce different forms of discrimination: in social rights, in work, in careers and in access to levels of education and public services, reducing performance and limit potential. The paper also examines some ways gender and culture stereotypes can be opposed, presenting a change management strategy and some concrete solutions proposed by the process–structure–culture model for social change (PSC model).Research limitations/implications: The main limitation of the work is that it focuses on gender stereotypes, choosing not to consider the “intersection effect” of these with other stereotypes: racial stereotypes, religious stereotypes, color stereotypes, age stereotypes, sex and sexual orientation stereotypes, and many others, whose joint action can cause serious inefficiencies in organizational work.Practical implications: As stereotypes are a component of social culture and are handed down, by use and example, from generation to generation, the maintenance over time of stereotypes used by individuals to evaluate, judge and act can be seen as an effect of the typical action of a combinatory system of diffusion, which can operate for a long time if not effectively opposed. Il PSC model indicates the strategy for carrying out this opposition.Social implications: With regard to gender stereotypes, it should be emphasized that in organizations and social systems, “gender diversity” should be considered an opportunity and not as a discriminating factor and thus encouraged by avoiding harmful discrimination. In fact, this diversity, precisely because of the distinctive characteristics individuals possess regardless of gender, can benefit the organization and lead to an increase in organizational and social performance. The United Nations 2030 Agenda for Sustainable Development (2020) Goal 5: Achieving gender equality and empowering all women and girls is examined in this context.Originality/value: This study views the action of gender stereotypes as especially harmful “mental models”, highlighting the distortions they cause in the allocation of productive energy in society, groups and organizations. The paper follows a predominantly organizational and corporate approach, although the copious literature on stereotypes belongs largely to the area of social psychology. Using the “logic” and “language” of systems thinking, theories and models that describe and interpret the distorting effects of organizational choices based on stereotypes rather than rational analysis are highlighted. The action of stereotypes and their persistence over time can also be described using combinatory systems theory. With this paper, the author hopes that by acting on the three wheels of change highlighted by the PSC model, through legal provisions, control tools and actions on the culture operated by educational and social aggregative institutions, it should not be impossible to change the prevailing culture so that it becomes aware of the harmful influence of gender stereotypes and other discriminatory mental models and come to reject them. The author hopes this paper will help to understand the need to make this change.

Purpose: Accepting the assumption that our intelligence depends on the ability to construct models which may allow us to acquire, update and transmit our knowledge, this paper aims to highlight the role of Systems Thinking in developing the “intelligence” of managers for all types and sizes of organization. Design/methodology/approach: Four relevant contributions for improving the “intelligence” of managers will be examined: the ability to understand and model dynamic systems, the structure of Control Systems, the rules of the decision-making process and the identification of systems archetypes. Findings: The paper will show that Systems Thinking, through the logic of Control Systems, offers managers a comprehensive representation of the problem-solving and decision-making processes, teaching them how to distinguish problems from symptoms and to acquire a leverage effect. Additionally, Senge’s system archetypes will be presented and new archetypes will be added to Senge’s list. Practical implications: The viability of every organization and its effective resilience and survival make it more than ever necessary for managers to adopt Systems Thinking, not only as a technique but also primarily as a discipline for efficient and effective thinking, learning, communication and explanation with regard to the dynamics of the world. Originality/value: The message of the paper is that by continually applying the rules and language of Systems Thinking, managers develop the capability to continually adapt their models to the dynamics of the world, increase their learning capacity and better gauge their consequent judgments, decisions and behavior, thereby removing the mental impediments to intelligence (inappropriate mental models, defensive routines, judgmental biases, rules, etc.).