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Unintended consequences describe effects that arise from well-intentioned actions, design decisions, or policies but were not part of the original intent. In complex systems, such effects often emerge due to feedback loops, delays, incorrect assumptions, or partially understood system structures. The concept supports early identification of side effects, mak…
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Unintended consequences are effects of a decision that were not intended or anticipated.
The expression comes from Robert K. Merton, who described unintended consequences of purposive social action in 1936. Systems thinking extended the view with feedback and delays.
Ask about direct effects, feedback, and delayed impacts.
Actions can trigger additional effects.
Connections carry local decisions through a system.
Before an architecture, product, or organizational decision, check side effects, feedback, and delays; monitor affected indicators afterward.
For architecture, product, or organizational decisions, check which side effects, feedback loops, and delays an action may trigger, then define what to observe afterward.
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