Systems Thinking

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.

"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)

• Preface xiiiIntroduction xixPart I Holism and Systems Practice 11 The Systems Language 31.1 Introduction 31.2 Philosophy 41.3 Biology 51.4 Control Engineering 71.5 Organization and Management Theory 91.6 The Physical Sciences 111.7 Why is the Systems Language so Powerful? 122 Applied Systems Thinking 152.1 Introduction 152.2 Hard Systems Thinking 162.3 The Development of Applied Systems Thinking 172.4 The Main Strands of Applied Systems Thinking 242.5 Conclusion 283 Creativity and Systems 313.1 Introduction 313.2 Creativity and Metaphor 323.3 Creativity and Paradigms 373.4 Conclusion 39Part II Systems Approaches 43Type A Improving Goal Seeking and Viability 454 Hard Systems Thinking 474.1 Introduction 474.2 Description of Hard Systems Thinking 484.3 Hard Systems Thinking in Action 574.4 Critique of Hard Systems Thinking 604.5 The Value of Hard Systems Thinking to Managers 624.6 Conclusion 635 System Dynamics: The Fifth Discipline 655.1 Introduction 655.2 Description of System Dynamics 665.3 System Dynamics in Action 745.4 Critique of System Dynamics 785.5 The Value of System Dynamics to Managers 825.6 Conclusion 836 Organizational Cybernetics 856.1 Introduction 856.2 Description of Organizational Cybernetics 866.3 Organizational Cybernetics in Action 1016.4 Critique of Organizational Cybernetics 1066.5 The Value of Organizational Cybernetics to Managers 1096.6 Conclusion 1107 Complexity Theory 1137.1 Introduction 1137.2 Description of Complexity Theory 1147.3 Complexity Theory inAction 1257.4 Critique of Complexity Theory 1287.5 The Value of Complexity Theory to Managers 1317.6 Conclusion 132Type B Exploring Purposes 1358 Strategic Assumption Surfacing and Testing 1378.1 Introduction 1378.2 Description of Strategic Assumption Surfacing and Testing (SAST) 1388.3 Strategic Assumption Surfacing and Testing (SAST) in Action 1478.4 Critique of Strategic Assumption Surfacing and Testing (SAST)8.5 The Value of Strategic Assumption Surfacing and Testing (SAST) to Managers 1538.6 Conclusion 1549 Interactive Planning 1579.1 Introduction 1579.2 Description of Interactive Planning 1589.3 Interactive Planning in Action 1689.4 Critique of Interactive Planning 1749.5 The Value of Interactive Planning to Managers 1779.6 Conclusion 17810 Soft Systems Methodology 18110.1 Introduction 18110.2 Description of Soft Systems Methodology (SSM) 18210.3 Soft Systems Methodology (SSM) in Action 19710.4 Critique of Soft SystemsMethodology (SSM) 20210.5 The Value of Soft SystemsMethodology (SSM) to Managers 20810.6 Conclusion 208Type C Ensuring Fairness 21111 Critical Systems Heuristics 21311.1 Introduction 21311.2 Description of Critical Systems Heuristics (CSH) 21411.3 Critical Systems Heuristics (CSH) in Action 22211.4 Critique of Critical Systems Heuristics (CSH) 22611.5 The Value of Critical Systems Heuristics (CSH) to Managers 22911.6 Conclusion 22912 Team Syntegrity 23312.1 Introduction 23312.2 Description of Team Syntegrity 23412.3 Team Syntegrity in Action 24212.4 Critique of Team Syntegrity 24712.5 The Value of Team Syntegrity to Managers 25012.6 Conclusion 250Type D Promoting Diversity 25313 Postmodern Systems Thinking 25513.1 Introduction 25513.2 Description of Postmodern Systems Thinking 25613.3 Postmodern Systems Thinking in Action 26713.4 Critique of Postmodern Systems Thinking 26913.5 The Value of Postmodern Systems Thinking to Managers 27213.6 Conclusion 273Part III Creative Holism 27514 Total Systems Intervention 27714.1 Introduction 27714.2 Description of Total Systems Intervention (TSI) 27814.3 Total Systems Intervention (TSI) in Action 28914.4 Critique of Total Systems Intervention (TSI) 29514.5 The Value of Total Systems Intervention (TSI) to Managers 29714.6 Conclusion 29815 Critical Systems Practice 30115.1 Introduction 30115.2 Description of Critical Systems Practice (CSP) 30215.3 Critical Systems Practice (CSP) in Action 31515.4 Critique of Critical Systems Practice (CSP) 32115.5 The Value of Critical Systems Practice (CSP) to Managers 32315.6 Conclusion 324References 324Conclusion 327Index 329