Systems Thinking - Böcker

Buddhist and Taoist Systems Thinking explores a radical new conception of business and management. It is grounded on the reconnection of humans with nature as the new competitive advantage for living organizations and entrepreneurs that aspire to regenerate the economy and drive a positive impact on the planet, in the context of the Anthropocene. Organizations today struggle in finding a balance between maximizing profits and generating value for their stakeholders, the environment and the society at large. This happens in a paradigm shift characterized by unprecedented levels of exponential change and the emergence of disruptive technologies. Adaptability, thus, is becoming the new business imperative. How can, then, entrepreneurs and organizations constantly adapt and, at the same time, design the sustainable futures they’d like?This book uniquely explores the benefits of applying Buddhist and Taoist Systems Thinking to sustainable management. Grounded in Taoist and Zen Buddhist philosophies, it offers a modern scientific perspective fundamentally based on the concepts of bio-logical adaptability and lifefulness amidst complexity and constant change. The book introduces the new concept of the Gaia organization as a living organism that consciously helps perpetuate the conditions for life on the planet. It is subject to the natural laws of transformation and the principles of oneness, emptiness, impermanence, balance, self-regulation and harmonization. Readers will find applied Eastern systems theories such as the Yin-Yang and the Five Elements operationalized through practical methodologies and tools such as T-Qualia and the Zen Business model. They are aimed at guiding Gaia organizations and entrepreneurs in leading sustainable transformations and qualifying economic growth.The book offers a vital toolkit for purpose-driven practitioners, management researchers, students, social entrepreneurs, evaluators and change-makers to reinvent, create and mindfully manage sustainable and agile organizations that drive systemic transformation.

For over a century, creativity has unfolded as a valuable field of knowledge. Emerging from disciplines like psychology, management and education, the field of creativity is making strides in others including the arts and engineering. Research and education in this field helped it establish an identity as evidenced by a growing number of courses and specialised journals. However, this progress has come with a price. In a domain like management, institutionalisation of creativity in learning, research and practice has left creativity subordinated to concerns with standardisation, employability and economic growth. Values like personal fulfilment, uncertainty, improvement and connectedness which could characterise systemic views on creativity need to be rescued to promote more and inclusive dialogue between creativity stakeholders.The author aims to recover the importance of creativity as a systemic phenomenon and explores how applied systems thinking, or AST, can further support creativity. This demonstrates how creative efforts could be directed to improve quality of life for individuals as well as their environments. The book uses the systems idea as an enquiring device to bring together different actors to promote refl ection and action about creative possibilities. The chapters offer conceptualisations, applications and refl ections of systems ideas to help readers make sense of the field of creativity in academia and elsewhere.Complemented by the author’s own personal, conceptual and practical journey, the insights of the book will act as a vital toolkit for management researchers, career-driven students, practitioners and all creators to define and pursue creative ideas and thrive through their journeys to benefit themselves, other people and organisations.

Buddhist and Taoist Systems Thinking explores a radical new conception of business and management. It is grounded on the reconnection of humans with nature as the new competitive advantage for living organizations and entrepreneurs that aspire to regenerate the economy and drive a positive impact on the planet, in the context of the Anthropocene. Organizations today struggle in finding a balance between maximizing profits and generating value for their stakeholders, the environment and the society at large. This happens in a paradigm shift characterized by unprecedented levels of exponential change and the emergence of disruptive technologies. Adaptability, thus, is becoming the new business imperative. How can, then, entrepreneurs and organizations constantly adapt and, at the same time, design the sustainable futures they’d like?This book uniquely explores the benefits of applying Buddhist and Taoist Systems Thinking to sustainable management. Grounded in Taoist and Zen Buddhist philosophies, it offers a modern scientific perspective fundamentally based on the concepts of bio-logical adaptability and lifefulness amidst complexity and constant change. The book introduces the new concept of the Gaia organization as a living organism that consciously helps perpetuate the conditions for life on the planet. It is subject to the natural laws of transformation and the principles of oneness, emptiness, impermanence, balance, self-regulation and harmonization. Readers will find applied Eastern systems theories such as the Yin-Yang and the Five Elements operationalized through practical methodologies and tools such as T-Qualia and the Zen Business model. They are aimed at guiding Gaia organizations and entrepreneurs in leading sustainable transformations and qualifying economic growth.The book offers a vital toolkit for purpose-driven practitioners, management researchers, students, social entrepreneurs, evaluators and change-makers to reinvent, create and mindfully manage sustainable and agile organizations that drive systemic transformation.

Louis R. Pondy was a leading management and organizational studies scholar whose work on open systems helped launch and define the future of the field. This book offers an assessment of Pondy’s contribution, through critical reflection on what happened to the relationship between conflict theory and “beyond open systems.”Exploring the ways in which Louis R. Pondy theorizes conflict and systems, and how he challenged the status quo paradigms, this book offers a historical analysis on Pondy’s work and the relation to contemporary management theory. The author develops a Triple Loop framework, building on Pondy’s theories as well as the work of Gregory Batesom, to demonstrate a beyond-open-systems approach and existing single- or double-loop systems.Demonstrating the value and legacy of Louis R. Pondy, this book will have international appeal to researchers, academics and students across management disciplines and organizational studies, including systems thinking and conflict resolution.

Louis R. Pondy was a leading management and organizational studies scholar whose work on open systems helped launch and define the future of the field. This book offers an assessment of Pondy’s contribution, through critical reflection on what happened to the relationship between conflict theory and “beyond open systems.”Exploring the ways in which Louis R. Pondy theorizes conflict and systems, and how he challenged the status quo paradigms, this book offers a historical analysis on Pondy’s work and the relation to contemporary management theory. The author develops a Triple Loop framework, building on Pondy’s theories as well as the work of Gregory Batesom, to demonstrate a beyond-open-systems approach and existing single- or double-loop systems.Demonstrating the value and legacy of Louis R. Pondy, this book will have international appeal to researchers, academics and students across management disciplines and organizational studies, including systems thinking and conflict resolution.

Sustainable Self-Governance in Businesses and Society offers a sound introduction to Stafford Beer’s Viable System Model (VSM) and clarifies its relevance to support organisational sustainability and self-governance. While the VSM has been known since the early 1980s, it hasn’t been always easy to understand and to apply. It explains the self-transformation methodology to analyse the way organisations manage (or not) their complexity and govern themselves. The work is supported by multiple examples of application in organisations of all scales – from small to multi-national corporations and from organised social networks to communities and national organisations. It clarifies the relevance of Beer’s theory to support systemic learning and change in organisations, and to coach them to self-organise and self-govern. Readers interested in further understanding insights from complex systems and cybernetics theories for designing and transforming organisations will benefit from this book, as it works to offer very detailed insights on how to put the VSM theory into practice. It clarifies how it improves adaptive capabilities, agile and self-regulated structures, more capable of fully implementing corporate sustainability strategies and self-governing themselves. The chapters provide key reading for managers, consultants, practitioners, and post-graduate students working in organisational transformation, governance, and sustainability.

This book explores how the conceptual lens of Holistic Flexibility presents new advancements in systems thinking. Systems thinking is often associated with frameworks and methodologies that often confine the discipline to academic circles in operations research and management science (OR/MS). Holistic Flexibility for Systems Thinking and Practice challenges this status-quo and talks about systems thinking as a state of mind, giving it a cognitive character.The book presents both theoretical deliberations and practitioner cases of Holistic Flexibility. The development of systems thinking in OR/MS is described leading to the latest debates on the subject and the key pillars of Holistic Flexibility are discussed in detail. A range of case studies are presented that offer a firsthand experience of Holistic Flexibility in practice. Learnings are drawn to highlight the importance of a spiritual approach in management, an understanding which is used to further develop the conceptual lens of Holistic Flexibility since it was first introduced. This book presents a range of competencies required for systems practitioners to address and respond to complex situations in an interconnected world.A bold attempt to pragmatize systems thinking and systems practice, the ideas presented in this book weave a thread between the development of the discipline, current debates, and what lies ahead. It will be highly beneficial for OR/MS researchers and graduate students who are interested in systems thinking as well as researchers interested in connecting modern management thinking and Eastern mysticism.

This book explores how the conceptual lens of Holistic Flexibility presents new advancements in systems thinking. Systems thinking is often associated with frameworks and methodologies that often confine the discipline to academic circles in operations research and management science (OR/MS). Holistic Flexibility for Systems Thinking and Practice challenges this status-quo and talks about systems thinking as a state of mind, giving it a cognitive character.The book presents both theoretical deliberations and practitioner cases of Holistic Flexibility. The development of systems thinking in OR/MS is described leading to the latest debates on the subject and the key pillars of Holistic Flexibility are discussed in detail. A range of case studies are presented that offer a firsthand experience of Holistic Flexibility in practice. Learnings are drawn to highlight the importance of a spiritual approach in management, an understanding which is used to further develop the conceptual lens of Holistic Flexibility since it was first introduced. This book presents a range of competencies required for systems practitioners to address and respond to complex situations in an interconnected world.A bold attempt to pragmatize systems thinking and systems practice, the ideas presented in this book weave a thread between the development of the discipline, current debates, and what lies ahead. It will be highly beneficial for OR/MS researchers and graduate students who are interested in systems thinking as well as researchers interested in connecting modern management thinking and Eastern mysticism.

In the knowledge economy, teams play a central role in decisions made within and across organisations. The reason why teams with diverse compositions are often used is arguably their ability to develop solutions that none of their members could have produced alone. Systems design, strategy and policy development, risk management, and innovation are just a few of the areas that call for team decisions. Unfortunately, a considerable number of behavioural research studies show that teamwork is fraught with difficulties. Teams often underestimate their fallibility, struggle with conflict, or are unable to share and integrate critical information effectively. Indeed, the evidence shows that two out of three teams do not achieve their goals and half of organisational decisions – many of which are team decisions – fail.In this book, the authors draw from research in psychology, decision and systems sciences – as well as their own research and consulting work that spans more than 20 years – to show how designed interventions can enable team decision making to become rigorous, transparent, and defensible. They cover theory and practice regarding the design, delivery, and evaluation of interventions to support team decision making in situations of varied complexity. Written as an applied resource for researchers and advanced students in particular, this book offers a guide to proven interventions that enhance the process of making team decisions and increase the chances of superior team results.The Open Access version of this book, available at www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.

In the knowledge economy, teams play a central role in decisions made within and across organisations. The reason why teams with diverse compositions are often used is arguably their ability to develop solutions that none of their members could have produced alone. Systems design, strategy and policy development, risk management, and innovation are just a few of the areas that call for team decisions. Unfortunately, a considerable number of behavioural research studies show that teamwork is fraught with difficulties. Teams often underestimate their fallibility, struggle with conflict, or are unable to share and integrate critical information effectively. Indeed, the evidence shows that two out of three teams do not achieve their goals and half of organisational decisions – many of which are team decisions – fail.In this book, the authors draw from research in psychology, decision and systems sciences – as well as their own research and consulting work that spans more than 20 years – to show how designed interventions can enable team decision making to become rigorous, transparent, and defensible. They cover theory and practice regarding the design, delivery, and evaluation of interventions to support team decision making in situations of varied complexity. Written as an applied resource for researchers and advanced students in particular, this book offers a guide to proven interventions that enhance the process of making team decisions and increase the chances of superior team results.The Open Access version of this book, available at www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.

To many individuals and organisations, situations generated by the world coronavirus pandemic have posed challenges and opportunities. We need to rethink how we interact with each other and with our natural environments. This book offers a way forward by proposing the use of rituals insight: semi-encoded patterns of thinking or actions to help us rebuild a sense of community, which, integrated with insights of applied systems thinking, and in contrast to a dominant pragmatist orientation of thinking and action, could help us further cope with work or education situations in which we still want to pursue our authenticity as human beings.This book offers ways to help make sense of how we could systemically and compassionately slow down and cope with work or education during and after the world coronavirus pandemic. It does so by integrating ideas about ritual with current research and practice on applied systems thinking. The author establishes a dialogue for co-existence between individuals and the knowledge disciplines of creativity and applied systems thinking, using the mediation of rituals to help us appreciate our world with others. This conversation is much needed given our sense of uncertainty during and after the world coronavirus pandemic and the challenges or opportunities offered by hybrid work and education. Throughout the book, the conversation explores new directions for research and practice beyond “futureaction” perspectives or orientations and the inclusion of electronically mediated spaces.The insights provided in this book offer a vital resource for management researchers and upper-level students, particularly those researching and studying applied systems thinking and creativity.

To many individuals and organisations, situations generated by the world coronavirus pandemic have posed challenges and opportunities. We need to rethink how we interact with each other and with our natural environments. This book offers a way forward by proposing the use of rituals insight: semi-encoded patterns of thinking or actions to help us rebuild a sense of community, which, integrated with insights of applied systems thinking, and in contrast to a dominant pragmatist orientation of thinking and action, could help us further cope with work or education situations in which we still want to pursue our authenticity as human beings.This book offers ways to help make sense of how we could systemically and compassionately slow down and cope with work or education during and after the world coronavirus pandemic. It does so by integrating ideas about ritual with current research and practice on applied systems thinking. The author establishes a dialogue for co-existence between individuals and the knowledge disciplines of creativity and applied systems thinking, using the mediation of rituals to help us appreciate our world with others. This conversation is much needed given our sense of uncertainty during and after the world coronavirus pandemic and the challenges or opportunities offered by hybrid work and education. Throughout the book, the conversation explores new directions for research and practice beyond “futureaction” perspectives or orientations and the inclusion of electronically mediated spaces.The insights provided in this book offer a vital resource for management researchers and upper-level students, particularly those researching and studying applied systems thinking and creativity.

Brands started out as communication tools to influence the image of companies or products (inside-out thinking) but have developed into channels of social forces. Powerful brands impact not just customer decisions but also markets and social institutions, such as fashion trends, city life, or even social movements. This book explores the implications of Niklas Luhmann’s theory of social systems for the theory and practice of agile brand management, in particular highlighting the central role of brand aesthetics and of brands as channels for mutual education between companies and consumers.Since the rise of social media, “perfect” brands have become the mirror of community values as the communities themselves develop brand content. Brands themselves become “living systems” and evolve like systems do. The author introduces systems theory to provide a conceptual framework that integrates the different views of branding: inside-out and outside-in thinking. This Luhmannian theory of branding is discussed against the current background of (Western) societies, which are undergoing a broad shift from hard to soft selling in marketing, influenced by social media. The book is not about whether closed systems analysis and discussion can or should replace traditional management; moreover, it emphasizes the fruitful insights and demonstrates that the power of management is limited and should be extended by looking at the means of closed systems.This book will be of primary value to scholars with an interest in systems theory and thinking, brand theory, and management. The interdisciplinary approach also makes the book a valuable resource for those researching change management, agile management, and sociology.

Brands started out as communication tools to influence the image of companies or products (inside-out thinking) but have developed into channels of social forces. Powerful brands impact not just customer decisions but also markets and social institutions, such as fashion trends, city life, or even social movements. This book explores the implications of Niklas Luhmann’s theory of social systems for the theory and practice of agile brand management, in particular highlighting the central role of brand aesthetics and of brands as channels for mutual education between companies and consumers.Since the rise of social media, “perfect” brands have become the mirror of community values as the communities themselves develop brand content. Brands themselves become “living systems” and evolve like systems do. The author introduces systems theory to provide a conceptual framework that integrates the different views of branding: inside-out and outside-in thinking. This Luhmannian theory of branding is discussed against the current background of (Western) societies, which are undergoing a broad shift from hard to soft selling in marketing, influenced by social media. The book is not about whether closed systems analysis and discussion can or should replace traditional management; moreover, it emphasizes the fruitful insights and demonstrates that the power of management is limited and should be extended by looking at the means of closed systems.This book will be of primary value to scholars with an interest in systems theory and thinking, brand theory, and management. The interdisciplinary approach also makes the book a valuable resource for those researching change management, agile management, and sociology.

Presenting a novel Systems Thinking methodology, this book serves as an essential guide to all those researching and practicing in a management, decision-making, or supervisory position who are facing multi-dimensional complex problems.The author presents critical systems thinking methods to address multi-dimensional complexities and deal with instability, uncertainty, and disruption. Complexities and perspectives are explained in simple terms to better understand the variety of influential factors of a complex situation, and meaningful insights into open-dynamic systems, their characteristics, purpose, and connections within the Eco-system, as well as thought-provoking behavioral ‘laws’ of systems, are presented. The author’s own tool “Dimensions Surfacing Heuristics” reveals and concurrently addresses the multiple dimensions of complex issues and paves the way to model its ideal state during system-optimization.The book is about seeing and understanding organizations as purposeful systems and about how to manage and optimize them. It will appeal to a scholarly audience across systems thinking, organizational studies, and management science as well as astute practitioners.

Addressing major social and ecological issues, this book establishes the field of ethics as a fundamental science that cannot be separated from economics and business. In particular, it redefines the nature of good investments which, besides being profitable, have to realize values as opposed to reinforcing the countervalues that are destroying our world.The book develops a universal morality hypothesis constituted by four sets of universal values-countervalues that correspond to the fundamental laws of ethics. This new understanding of ethics makes human systems the architects that can save our world through doing something for others that satisfies need rather than greed. This book argues that we can realize values through providing something of value to others, that is, human systems can create economic value with impact for good.The Ethics of Human Systems is an insightful read for academics and practitioners in the fields of systems thinking, business ethics, and impact investing in particular.

The Hidden Power of Systems Thinking: Governance in a Climate Emergency is a persuasive, lively book that shows how systems thinking can be harnessed to effect profound, complex change.In the age of the Anthropocene, the need for new ways of thinking and acting has become urgent. But patterns of obstacles are apparent in any action, be they corporate interests, lobbyists, or outdated political and government systems. Ison and Straw show how and why failure in governance is at the heart of the collective incapacity to tackle the climate and biodiversity emergencies. They go beyond analysis of the problem and demonstrate how incorporating systems thinking into governance at every level would enable us to break free of historical shackles. They propose 26 principles for systemic governance.This book will be inspiring reading for students applying their systemic methods, specialists in change management or public administration, activists for ‘whole system change’ and decision makers wanting to effect challenging transformations. It is for anyone with the ambition to create a sustainable and fair world.

The Hidden Power of Systems Thinking: Governance in a Climate Emergency is a persuasive, lively book that shows how systems thinking can be harnessed to effect profound, complex change.In the age of the Anthropocene, the need for new ways of thinking and acting has become urgent. But patterns of obstacles are apparent in any action, be they corporate interests, lobbyists, or outdated political and government systems. Ison and Straw show how and why failure in governance is at the heart of the collective incapacity to tackle the climate and biodiversity emergencies. They go beyond analysis of the problem and demonstrate how incorporating systems thinking into governance at every level would enable us to break free of historical shackles. They propose 26 principles for systemic governance.This book will be inspiring reading for students applying their systemic methods, specialists in change management or public administration, activists for ‘whole system change’ and decision makers wanting to effect challenging transformations. It is for anyone with the ambition to create a sustainable and fair world.

For over a century, creativity has unfolded as a valuable field of knowledge. Emerging from disciplines like psychology, management and education, the field of creativity is making strides in others including the arts and engineering. Research and education in this field helped it establish an identity as evidenced by a growing number of courses and specialised journals. However, this progress has come with a price. In a domain like management, institutionalisation of creativity in learning, research and practice has left creativity subordinated to concerns with standardisation, employability and economic growth. Values like personal fulfilment, uncertainty, improvement and connectedness which could characterise systemic views on creativity need to be rescued to promote more and inclusive dialogue between creativity stakeholders.The author aims to recover the importance of creativity as a systemic phenomenon and explores how applied systems thinking, or AST, can further support creativity. This demonstrates how creative efforts could be directed to improve quality of life for individuals as well as their environments. The book uses the systems idea as an enquiring device to bring together different actors to promote refl ection and action about creative possibilities. The chapters offer conceptualisations, applications and refl ections of systems ideas to help readers make sense of the field of creativity in academia and elsewhere.Complemented by the author’s own personal, conceptual and practical journey, the insights of the book will act as a vital toolkit for management researchers, career-driven students, practitioners and all creators to define and pursue creative ideas and thrive through their journeys to benefit themselves, other people and organisations.

Sustainable Self-Governance in Businesses and Society offers a sound introduction to Stafford Beer’s Viable System Model (VSM) and clarifies its relevance to support organisational sustainability and self-governance. While the VSM has been known since the early 1980s, it hasn’t been always easy to understand and to apply. It explains the self-transformation methodology to analyse the way organisations manage (or not) their complexity and govern themselves. The work is supported by multiple examples of application in organisations of all scales – from small to multi-national corporations and from organised social networks to communities and national organisations. It clarifies the relevance of Beer’s theory to support systemic learning and change in organisations, and to coach them to self-organise and self-govern. Readers interested in further understanding insights from complex systems and cybernetics theories for designing and transforming organisations will benefit from this book, as it works to offer very detailed insights on how to put the VSM theory into practice. It clarifies how it improves adaptive capabilities, agile and self-regulated structures, more capable of fully implementing corporate sustainability strategies and self-governing themselves. The chapters provide key reading for managers, consultants, practitioners, and post-graduate students working in organisational transformation, governance, and sustainability.

Systems Thinking for a Turbulent World will help practitioners in any field of change engage more effectively in transformative innovation. Such innovation addresses the paradigm shift needed to meet the diverse unfolding global challenges facing us today, often summed up as the Anthropocene. Fragmentation of local and global societies is escalating, and this is aggravating vicious cycles. To heal the rifts, we need to reintroduce the human element into our understandings – whether the context is civic or scientific – and strengthen truth-seeking in decision-making. Aided by appropriate concepts and methods, this healing will enable a switch from reaction to anticipation, even in the face of discontinuous change and high uncertainty. The outcome is to privilege the positive human skills for collaborative navigation through uncertainty over the disjointed rationality of mechanism and artificial intelligence, which increasingly alienates us. The reader in search of new ways of thinking will be introduced to concepts new to systems thinking that integrate systems thinking and futures thinking. The concept of anticipatory present moment (APM) serves as a basis for learning the cognitive skills that better enable navigation through turbulent times. A key personal and team practice is participative repatterning, which is the basis for transformative innovation. This practice is aided by new methods of visual facilitation. The reader is guided through the unfolding of the ideas and practices with a narrative based on the metaphor of search portrayed in the tradition of ox herding, found in traditional Far Eastern consciousness practice.