Contemporary management of the national university system in Australia is characterized by the pursuit of government goals through the linking of funding to expressed priorities. Competitive elements of policies at the national level have been translated by individual institutions into management strategies that promote competition between internal units such as faculties and schools. This is in addition to the competition that has been encouraged between the universities themselves in areas such as student enrolment and research productivity. Within these organizational contexts a variety of system archetypes can be identiยฎed ``plying their trade''. Eorts to contain debt by sta attrition, competition between institutions for students, setting of goals for enrolment levels, and distribution of scarce resources on the basis or research activity provide contexts for the manifestation of delayed feedback loops, escalation, sliding goals and `tragedy' scenarios. Following illustration by means of example, some experiences of attempting to introduce system dynamic concepts into decision making discussions are shared. *