Systems Thinking
Creative Holism for Managers
Published on 26. September 2003
Book
Hardback
378 pages
978-0-470-84522-6 (ISBN)
Description
Too often, today's managers are sold simple solutions to complex problems. But as many soon discover, simplicity is rarely effective in the face of complexity, change and diversity. Despite apparent promise, quick-fix panaceas fail because they are not holistic or creative enough. They focus on parts of the organization rather than the whole, take little account of interaction, and pander to the notion that there is one best solution in all circumstances. As instances of such failure escalate, intelligent managers are increasingly seeking to improve results through Systems Thinking.
Whatever stage you are at in your study of Systems Thinking, this book will help. If you are new to the field then it will serve as a solid introduction. If you are familiar with a few concepts but not with how they can be linked and used by managers, then it will give you a greater understanding of how holistic ideas developed and how to use them in practice. And if you are expert in some approaches but not in others, then it will expand your knowledge and provide you with more choice. In all cases you will achieve competency in creative holism, emerge better equipped to solve complex problems, and ultimately become a more effective Systems Thinking manager.
Reviews / Votes
"Provides an excellent guide and introduction to systems thinking for students of management." (Professional Manager, March 2004)More details
Person
Michael C. Jackson graduated from Oxford University and has since worked in public sector management, in academia, and as a consultant. He is Professor of Management Systems at the University of Hull, United Kingdom, and Director of its business school. Mike is author of Systems Methodology for the Management Sciences, Plenum, 1991; Creative Problem Solving, Wiley, 1991 (with R.L. Flood); Systems Approaches to Management, Kluwer/Plenum, 2000; and numerous articles in academic and professional journals, including some of the most cited in the field. He is also editor-in-chief of Systems Research and Behavioral Science and associate editor of Systems Practice and Action Research. Mike has been Chair of the UK Systems Society and President of the International Federation for Systems Research and the International Society for the Systems Sciences. His work has been translated into six languages and he has given invited lectures in over twenty countries. He is a Fellow of the British Computer Society, the Chartered Management Institute, and the Cybernetics Society.
Content
Preface
Introduction
Part I: Holism and Systems Practice
1 The Systems Language
1.1 Introduction
1.2 Philosophy
1.3 Biology
1.4 Control Engineering
1.5 Organization and Management Theory
1.6 The Physical Sciences
1.7 Why is the Systems Language so Powerful?
References
2 Applied Systems Thinking
2.1 Introduction
2.2 Hard Systems Thinking
2.3 The Development of Applied Systems Thinking
2.4 The Main Strands of Applied Systems Thinking
2.5 Conclusion
References
3 Creativity and Systems
3.1 Introduction
3.2 Creativity and Metaphor
3.3 Creativity and Paradigms
3.4 Conclusion
References
Part II: Systems Approaches
Type A Improving Goal Seeking and Viability
4 Hard Systems Thinking
4.1 Introduction
4.2 Description of Hard Systems Thinking
4.3 Hard Systems Thinking in Action
4.4 Critique of Hard Systems Thinking
4.5 The Value of Hard Systems Thinking to Managers
4.6 Conclusion
References
5 System Dynamics: The Fifth Discipline
5.1 Introduction
5.2 Description of System Dynamics
5.3 System Dynamics in Action
5.4 Critique of System Dynamics
5.5 The Value of System Dynamics to Managers
5.6 Conclusion
References
6 Organizational Cybernetics
6.1 Introduction
6.2 Description of Organizational Cybernetics
6.3 Organizational Cybernetics in Action
6.4 Critique of Organizational Cybernetics
6.5 The Value of Organizational Cybernetics to Managers
6.6 Conclusion
References
7 Complexity Theory
7.1 Introduction
7.2 Description of Complexity Theory
7.3 Complexity Theory in Action
7.4 Critique of Complexity Theory
7.5 The Value of Complexity Theory to Managers
7.6 Conclusion
References
Type B Exploring Purposes
8 Strategic Assumption Surfacing and Testing
8.1 Introduction
8.2 Description of Strategic Assumption Surfacing and Testing (SAST)
8.3 Strategic Assumption Surfacing and Testing (SAST) in Action
8.4 Critique of Strategic Assumption Surfacing and Testing (SAST)
8.5 The Value of Strategic Assumption Surfacing and Testing (SAST) to Managers
8.6 Conclusion
References
9 Interactive Planning
9.1 Introduction
9.2 Description of Interactive Planning
9.3 Interactive Planning in Action
9.4 Critique of Interactive Planning
9.5 The Value of Interactive Planning to Managers
9.6 Conclusion
References
10 Soft Systems Methodology
10.1 Introduction
10.2 Description of Soft Systems Methodology (SSM)
10.3 Soft Systems Methodology (SSM) in Action
10.4 Critique of Soft Systems Methodology (SSM)
10.5 The Value of Soft Systems Methodology (SSM) to Managers
10.6 Conclusion
References
Type C Ensuring Fairness
11 Critical Systems Heuristics
11.1 Introduction
11.2 Description of Critical Systems Heuristics (CSH)
11.3 Critical Systems Heuristics (CSH) in Action
11.4 Critique of Critical Systems Heuristics (CSH)
11.5 The Value of Critical Systems Heuristics (CSH) to Managers
11.6 Conclusion
References
12 Team Syntegrity
12.1 Introduction
12.2 Description of Team Syntegrity
12.3 Team Syntegrity in Action
12.4 Critique of Team Syntegrity
12.5 The Value of Team Syntegrity to Managers
12.6 Conclusion
References
Type D Promoting Diversity
13 Postmodern Systems Thinking
13.1 Introduction
13.2 Description of Postmodern Systems Thinking
13.3 Postmodern Systems Thinking in Action
13.4 Critique of Postmodern Systems Thinking
13.5 The Value of Postmodern Systems Thinking to Managers
13.6 Conclusion
References
Part III: Creative Holism
14 Total Systems Intervention
14.1 Introduction
14.2 Description of Total Systems Intervention (TSI)
14.3 Total Systems Intervention (TSI) in Action
14.4 Critique of Total Systems Intervention (TSI)
14.5 The Value of Total Systems Intervention (TSI) to Managers
14.6 Conclusion
References
15 Critical Systems Practice
15.1 Introduction
15.2 Description of Critical Systems Practice (CSP)
15.3 Critical Systems Practice (CSP) in Action
15.4 Critique of Critical Systems Practice (CSP)
15.5 The Value of Critical Systems Practice (CSP) to Managers
15.6 Conclusion
References
Conclusion
Index