Tài liệu Systems Thinking: Creative Holism for Managers Michael C. Jackso doc

Systems Thinking:

Creative Holism

for Managers

Michael C. Jackson

University of Hull, UK

Systems Thinking:

Creative Holism for Managers

Systems Thinking:

Creative Holism

for Managers

Michael C. Jackson

University of Hull, UK

Copyright # 2003 John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester,

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Dust as we are, the immortal spirit grows

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Discordant elements, makes them cling together

In one society.

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Contents

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

References 13

2 Applied Systems Thinking 15

2.1 Introduction 15

2.2 Hard Systems Thinking 16

2.3 The Development of Applied Systems Thinking 17

2.3.1 Problem contexts 18

2.3.2 Systems methodologies related to problem contexts 20

2.4 The Main Strands of Applied Systems Thinking 24

2.5 Conclusion 28

References 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

References 41

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

4.2.1 Historical development 48

4.2.2 Philosophy and theory 49

4.2.3 Methodology 51

4.2.4 Methods 54

4.2.5 Recent developments 57

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

References 63

5 System Dynamics: The Fifth Discipline 65

5.1 Introduction 65

5.2 Description of System Dynamics 66

5.2.1 Historical development 66

5.2.2 Philosophy and theory 66

5.2.3 Methodology 68

5.2.4 Methods 70

5.2.5 Recent developments 74

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

References 83

6 Organizational Cybernetics 85

6.1 Introduction 85

6.2 Description of Organizational Cybernetics 86

6.2.1 Historical development 86

viii Contents

6.2.2 Philosophy and theory 87

6.2.3 Methodology 88

6.2.4 Methods 96

6.2.5 Recent developments 100

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

References 110

7 Complexity Theory 113

7.1 Introduction 113

7.2 Description of Complexity Theory 114

7.2.1 Historical development 114

7.2.2 Philosophy and theory 115

7.2.3 Methodology 119

7.2.4 Methods 123

7.2.5 Recent developments 124

7.3 Complexity Theory in Action 125

7.4 Critique of Complexity Theory 128

7.5 The Value of Complexity Theory to Managers 131

7.6 Conclusion 132

References 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

8.2.1 Historical development 138

8.2.2 Philosophy and theory 139

8.2.3 Methodology 142

8.2.4 Methods 144

8.2.5 Recent developments 146

8.3 Strategic Assumption Surfacing and Testing (SAST)

in Action 147

8.4 Critique of Strategic Assumption Surfacing and Testing

(SAST) 151

Contents ix

8.5 The Value of Strategic Assumption Surfacing and Testing

(SAST) to Managers 153

8.6 Conclusion 154

References 155

9 Interactive Planning 157

9.1 Introduction 157

9.2 Description of Interactive Planning 158

9.2.1 Historical development 158

9.2.2 Philosophy and theory 159

9.2.3 Methodology 161

9.2.4 Methods 165

9.2.5 Recent developments 168

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

References 178

10 Soft Systems Methodology 181

10.1 Introduction 181

10.2 Description of Soft Systems Methodology (SSM) 182

10.2.1 Historical development 182

10.2.2 Philosophy and theory 184

10.2.3 Methodology 186

10.2.4 Methods 191

10.2.5 Recent developments 196

10.3 Soft Systems Methodology (SSM) in Action 197

10.4 Critique of Soft Systems Methodology (SSM) 202

10.5 The Value of Soft Systems Methodology (SSM) to

Managers 208

10.6 Conclusion 208

References 209

Type C Ensuring Fairness 211

11 Critical Systems Heuristics 213

11.1 Introduction 213

11.2 Description of Critical Systems Heuristics (CSH) 214

11.2.1 Historical development 214

11.2.2 Philosophy and theory 215

11.2.3 Methodology 217

x Contents

11.2.4 Methods 220

11.2.5 Recent developments 221

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

References 230

12 Team Syntegrity 233

12.1 Introduction 233

12.2 Description of Team Syntegrity 234

12.2.1 Historical development 234

12.2.2 Philosophy and theory 236

12.2.3 Methodology 238

12.2.4 Methods 241

12.2.5 Recent developments 242

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

References 251

Type D Promoting Diversity 253

13 Postmodern Systems Thinking 255

13.1 Introduction 255

13.2 Description of Postmodern Systems Thinking 256

13.2.1 Historical development 256

13.2.2 Philosophy and theory 257

13.2.3 Methodology 261

13.2.4 Methods 264

13.2.5 Recent developments 267

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

References 274

Contents xi

Part III Creative Holism 275

14 Total Systems Intervention 277

14.1 Introduction 277

14.2 Description of Total Systems Intervention (TSI) 278

14.2.1 Historical development 278

14.2.2 Philosophy and theory 281

14.2.3 Metamethodology 284

14.2.4 Methods 287

14.2.5 Recent developments 289

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

References 298

15 Critical Systems Practice 301

15.1 Introduction 301

15.2 Description of Critical Systems Practice (CSP) 302

15.2.1 Historical development 302

15.2.2 Philosophy and theory 302

15.2.3 Metamethodology 305

15.2.4 Methods 308

15.2.5 Recent developments 315

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

xii Contents

Preface

Managers today are expected to cope with increasing complexity, change and

diversity.

Complexity stems from the nature of problems. They rarely present

themselves individually, but come related to other problems, in richly

interconnected problem situations that are appropriately described by Russ

Acko¡ as ‘messes’. As a result, once you examine them, problems seem to

get bigger and to involve more issues and stakeholders.

Change is a product of our era. Organizations, if they are to remain viable,

have to respond adroitly to constant shifts in their environments. Customers

change their preferences over shorter time spans. Competition can be

global and is often fuelled by the onward march of technological innovation.

Governments impose new regulations. Transformations in society and in

ways of thinking impose fresh responsibilities on managers.

In a world of complexity and change, managers are asked to tackle a

much greater diversity of problems. They have to continue to ensure that

organizational processes are e⁄cient and that they are served by the latest

developments in technology. But this is hardly enough to stay ahead of the

game. Sta¡ have to be inspired and the organization’s stock of knowledge

captured and distributed, so that the organization learns faster than its

competitors. This requires the putting in place of £exible structures as well

as the demonstration of transformational leadership qualities. Changes in

the law and in social expectations require managers to respond positively to

eliminate discrimination and to monitor the impact of their organizations’

activities.

Faced with increasing complexity, change and diversity, managers have

inevitably sought the help of advisers, consultants and academics. So desper￾ate have they become for enlightenment that they have elevated a number

of these to the status of management gurus. Too often, however, managers