Systems thinking : creative holism for managers

著者

書誌事項

Systems thinking : creative holism for managers

Michael C. Jackson

Wiley, c2003

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注記

Includes bibliographical references and index

内容説明・目次

内容説明

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.

目次

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

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