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…mehr
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.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
About the Author 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.
Inhaltsangabe
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
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
Rezensionen
"Provides an excellent guide and introduction to systems thinking for students of management." (Professional Manager, March 2004)
"...a very important contribution to the management and systems literature for its excellent blend of rigor and relevance..." (Review in the Journal of the Operational Research Society, Vol 56 2005)
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