Creating sustainable organizations with the Viable System Model
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'This is a well-written book on a complex subject that uses helpful examples taken for actual organizations.' (Quality World, January 2010).
Patrick Hoverstadt is a practicing consultant with a wealth of experience over the past ten years of applying VSM in analyzing and designing organizations for clients. He is a visiting lecturer at Manchester Business School, a visiting Research Fellow at Cranfield School of Management and a regular contributor to conferences and journals. A paper he wrote was awarded an Emerald publications "literati club" prize for clear presentation of difficult concepts. He is currently chairman of "Cybernetics North" a NW based group of systems practitioners and has access to the support and experiences of group members to draw on for further material.
Preface vii Acknowledgements xiv Part 1 Introduction 1 Chapter 1 The Crisis of Organization 3 Chapter 2 Management Myths, Models and Self-Fulfilling Prophecies 13 Chapter 3 Overview of the Viable System Model and the Rest of the Book 25 Part 2 Running the Business 39 Chapter 4 Autonomy and Control 41 Chapter 5 The Structure of Value Creation 61 Chapter 6 Coordination 81 Chapter 7 Organizational Cohesion The Structure of Managing Performance 97 Chapter 8 Organizational Integrity and Monitoring for Trust 119 Chapter 9 Performance and Viability 133 Part 3 Changing the Business 151 Chapter 10 Intelligence 153 Chapter 11 Strategic Risk 169 Chapter 12 Strategy 183 Chapter 13 Innovation 209 Chapter 14 Managing Change 225 Chapter 15 Identity and Purpose 247 Chapter 16 Governance 265 Appendix The Process of Modelling 281 Glossary 301 References 309 Index 315