Systems thinking : creative holism for managers
Author(s)
Bibliographic Information
Systems thinking : creative holism for managers
Wiley, c2003
Access to Electronic Resource 1 items
Available at 8 libraries
Note
Includes bibliographical references and index
Description and Table of Contents
Description
Jackson's new book responds to the growing interest in systems ideas and their application, and builds on the success of his previous work with Bob Flood Creative Problem Solving. This book is different from existing texts in the systems field - it provides a clear introduction to the origins of systems thinking, concepts and the development of applied systems thinking and offers an account of 'critical systems practice' which demonstrates how other systems methodologies, model and methods can be used in combination. Creative Problem Solving is comprehensive in scope, offering a brief introduction to all main 'holistic approaches to management' and demonstrating, with case studies, how each is used in practice. This straightforward and clear text from an established author in the field will be welcomed by students and academics as the 'new' Creative Problem Solving - a comprehensive, practical guide to a potentially difficult subject.
Table of Contents
Preface xiii
Introduction xix
Part I Holism and Systems Practice 1
1 The Systems Language 3
1.1 Introduction 3
1.2 Philosophy 4
1.3 Biology 5
1.4 Control Engineering 7
1.5 Organization and Management Theory 9
1.6 The Physical Sciences 11
1.7 Why is the Systems Language so Powerful? 12
2 Applied Systems Thinking 15
2.1 Introduction 15
2.2 Hard Systems Thinking 16
2.3 The Development of Applied Systems Thinking 17
2.4 The Main Strands of Applied Systems Thinking 24
2.5 Conclusion 28
3 Creativity and Systems 31
3.1 Introduction 31
3.2 Creativity and Metaphor 32
3.3 Creativity and Paradigms 37
3.4 Conclusion 39
Part II Systems Approaches 43
Type A Improving Goal Seeking and Viability 45
4 Hard Systems Thinking 47
4.1 Introduction 47
4.2 Description of Hard Systems Thinking 48
4.3 Hard Systems Thinking in Action 57
4.4 Critique of Hard Systems Thinking 60
4.5 The Value of Hard Systems Thinking to Managers 62
4.6 Conclusion 63
5 System Dynamics: The Fifth Discipline 65
5.1 Introduction 65
5.2 Description of System Dynamics 66
5.3 System Dynamics in Action 74
5.4 Critique of System Dynamics 78
5.5 The Value of System Dynamics to Managers 82
5.6 Conclusion 83
6 Organizational Cybernetics 85
6.1 Introduction 85
6.2 Description of Organizational Cybernetics 86
6.3 Organizational Cybernetics in Action 101
6.4 Critique of Organizational Cybernetics 106
6.5 The Value of Organizational Cybernetics to Managers 109
6.6 Conclusion 110
7 Complexity Theory 113
7.1 Introduction 113
7.2 Description of Complexity Theory 114
7.3 Complexity Theory inAction 125
7.4 Critique of Complexity Theory 128
7.5 The Value of Complexity Theory to Managers 131
7.6 Conclusion 132
Type B Exploring Purposes 135
8 Strategic Assumption Surfacing and Testing 137
8.1 Introduction 137
8.2 Description of Strategic Assumption Surfacing and Testing (SAST) 138
8.3 Strategic Assumption Surfacing and Testing (SAST) in Action 147
8.4 Critique of Strategic Assumption Surfacing and Testing (SAST)
8.5 The Value of Strategic Assumption Surfacing and Testing (SAST) to Managers 153
8.6 Conclusion 154
9 Interactive Planning 157
9.1 Introduction 157
9.2 Description of Interactive Planning 158
9.3 Interactive Planning in Action 168
9.4 Critique of Interactive Planning 174
9.5 The Value of Interactive Planning to Managers 177
9.6 Conclusion 178
10 Soft Systems Methodology 181
10.1 Introduction 181
10.2 Description of Soft Systems Methodology (SSM) 182
10.3 Soft Systems Methodology (SSM) in Action 197
10.4 Critique of Soft SystemsMethodology (SSM) 202
10.5 The Value of Soft SystemsMethodology (SSM) to Managers 208
10.6 Conclusion 208
Type C Ensuring Fairness 211
11 Critical Systems Heuristics 213
11.1 Introduction 213
11.2 Description of Critical Systems Heuristics (CSH) 214
11.3 Critical Systems Heuristics (CSH) in Action 222
11.4 Critique of Critical Systems Heuristics (CSH) 226
11.5 The Value of Critical Systems Heuristics (CSH) to Managers 229
11.6 Conclusion 229
12 Team Syntegrity 233
12.1 Introduction 233
12.2 Description of Team Syntegrity 234
12.3 Team Syntegrity in Action 242
12.4 Critique of Team Syntegrity 247
12.5 The Value of Team Syntegrity to Managers 250
12.6 Conclusion 250
Type D Promoting Diversity 253
13 Postmodern Systems Thinking 255
13.1 Introduction 255
13.2 Description of Postmodern Systems Thinking 256
13.3 Postmodern Systems Thinking in Action 267
13.4 Critique of Postmodern Systems Thinking 269
13.5 The Value of Postmodern Systems Thinking to Managers 272
13.6 Conclusion 273
Part III Creative Holism 275
14 Total Systems Intervention 277
14.1 Introduction 277
14.2 Description of Total Systems Intervention (TSI) 278
14.3 Total Systems Intervention (TSI) in Action 289
14.4 Critique of Total Systems Intervention (TSI) 295
14.5 The Value of Total Systems Intervention (TSI) to Managers 297
14.6 Conclusion 298
15 Critical Systems Practice 301
15.1 Introduction 301
15.2 Description of Critical Systems Practice (CSP) 302
15.3 Critical Systems Practice (CSP) in Action 315
15.4 Critique of Critical Systems Practice (CSP) 321
15.5 The Value of Critical Systems Practice (CSP) to Managers 323
15.6 Conclusion 324
References 324
Conclusion 327
Index 329
by "Nielsen BookData"