{"product_id":"systems-thinking-9780470845226","title":"Systems Thinking","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eToo often, 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. This book helps you in various stages in the study of Systems Thinking.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\"Provides an excellent guide and introduction to systems thinking for students of management.\" (Professional Manager, March 2004)  \u003cp\u003e\"...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)\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eIntroduction xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I Holism and Systems Practice 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 The Systems Language 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 Introduction 3\u003c\/p\u003e \u003cp\u003e1.2 Philosophy 4\u003c\/p\u003e \u003cp\u003e1.3 Biology 5\u003c\/p\u003e \u003cp\u003e1.4 Control Engineering 7\u003c\/p\u003e \u003cp\u003e1.5 Organization and Management Theory 9\u003c\/p\u003e \u003cp\u003e1.6 The Physical Sciences 11\u003c\/p\u003e \u003cp\u003e1.7 Why is the Systems Language so Powerful? 12\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Applied Systems Thinking 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 Introduction 15\u003c\/p\u003e \u003cp\u003e2.2 Hard Systems Thinking 16\u003c\/p\u003e \u003cp\u003e2.3 The Development of Applied Systems Thinking 17\u003c\/p\u003e \u003cp\u003e2.4 The Main Strands of Applied Systems Thinking 24\u003c\/p\u003e \u003cp\u003e2.5 Conclusion 28\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Creativity and Systems 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Introduction 31\u003c\/p\u003e \u003cp\u003e3.2 Creativity and Metaphor 32\u003c\/p\u003e \u003cp\u003e3.3 Creativity and Paradigms 37\u003c\/p\u003e \u003cp\u003e3.4 Conclusion 39\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II Systems Approaches 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eType A Improving Goal Seeking and Viability 45\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Hard Systems Thinking 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Introduction 47\u003c\/p\u003e \u003cp\u003e4.2 Description of Hard Systems Thinking 48\u003c\/p\u003e \u003cp\u003e4.3 Hard Systems Thinking in Action 57\u003c\/p\u003e \u003cp\u003e4.4 Critique of Hard Systems Thinking 60\u003c\/p\u003e \u003cp\u003e4.5 The Value of Hard Systems Thinking to Managers 62\u003c\/p\u003e \u003cp\u003e4.6 Conclusion 63\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 System Dynamics: The Fifth Discipline 65\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Introduction 65\u003c\/p\u003e \u003cp\u003e5.2 Description of System Dynamics 66\u003c\/p\u003e \u003cp\u003e5.3 System Dynamics in Action 74\u003c\/p\u003e \u003cp\u003e5.4 Critique of System Dynamics 78\u003c\/p\u003e \u003cp\u003e5.5 The Value of System Dynamics to Managers 82\u003c\/p\u003e \u003cp\u003e5.6 Conclusion 83\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Organizational Cybernetics 85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Introduction 85\u003c\/p\u003e \u003cp\u003e6.2 Description of Organizational Cybernetics 86\u003c\/p\u003e \u003cp\u003e6.3 Organizational Cybernetics in Action 101\u003c\/p\u003e \u003cp\u003e6.4 Critique of Organizational Cybernetics 106\u003c\/p\u003e \u003cp\u003e6.5 The Value of Organizational Cybernetics to Managers 109\u003c\/p\u003e \u003cp\u003e6.6 Conclusion 110\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Complexity Theory 113\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Introduction 113\u003c\/p\u003e \u003cp\u003e7.2 Description of Complexity Theory 114\u003c\/p\u003e \u003cp\u003e7.3 Complexity Theory inAction 125\u003c\/p\u003e \u003cp\u003e7.4 Critique of Complexity Theory 128\u003c\/p\u003e \u003cp\u003e7.5 The Value of Complexity Theory to Managers 131\u003c\/p\u003e \u003cp\u003e7.6 Conclusion 132\u003c\/p\u003e \u003cp\u003e\u003cb\u003eType B Exploring Purposes 135\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Strategic Assumption Surfacing and Testing 137\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Introduction 137\u003c\/p\u003e \u003cp\u003e8.2 Description of Strategic Assumption Surfacing and Testing (SAST) 138\u003c\/p\u003e \u003cp\u003e8.3 Strategic Assumption Surfacing and Testing (SAST) in Action 147\u003c\/p\u003e \u003cp\u003e8.4 Critique of Strategic Assumption Surfacing and Testing (SAST)\u003c\/p\u003e \u003cp\u003e8.5 The Value of Strategic Assumption Surfacing and Testing (SAST) to Managers 153\u003c\/p\u003e \u003cp\u003e8.6 Conclusion 154\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Interactive Planning 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 Introduction 157\u003c\/p\u003e \u003cp\u003e9.2 Description of Interactive Planning 158\u003c\/p\u003e \u003cp\u003e9.3 Interactive Planning in Action 168\u003c\/p\u003e \u003cp\u003e9.4 Critique of Interactive Planning 174\u003c\/p\u003e \u003cp\u003e9.5 The Value of Interactive Planning to Managers 177\u003c\/p\u003e \u003cp\u003e9.6 Conclusion 178\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Soft Systems Methodology 181\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 Introduction 181\u003c\/p\u003e \u003cp\u003e10.2 Description of Soft Systems Methodology (SSM) 182\u003c\/p\u003e \u003cp\u003e10.3 Soft Systems Methodology (SSM) in Action 197\u003c\/p\u003e \u003cp\u003e10.4 Critique of Soft SystemsMethodology (SSM) 202\u003c\/p\u003e \u003cp\u003e10.5 The Value of Soft SystemsMethodology (SSM) to Managers 208\u003c\/p\u003e \u003cp\u003e10.6 Conclusion 208\u003c\/p\u003e \u003cp\u003e\u003cb\u003eType C Ensuring Fairness 211\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Critical Systems Heuristics 213\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e11.1 Introduction 213\u003c\/p\u003e \u003cp\u003e11.2 Description of Critical Systems Heuristics (CSH) 214\u003c\/p\u003e \u003cp\u003e11.3 Critical Systems Heuristics (CSH) in Action 222\u003c\/p\u003e \u003cp\u003e11.4 Critique of Critical Systems Heuristics (CSH) 226\u003c\/p\u003e \u003cp\u003e11.5 The Value of Critical Systems Heuristics (CSH) to Managers 229\u003c\/p\u003e \u003cp\u003e11.6 Conclusion 229\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Team Syntegrity 233\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.1 Introduction 233\u003c\/p\u003e \u003cp\u003e12.2 Description of Team Syntegrity 234\u003c\/p\u003e \u003cp\u003e12.3 Team Syntegrity in Action 242\u003c\/p\u003e \u003cp\u003e12.4 Critique of Team Syntegrity 247\u003c\/p\u003e \u003cp\u003e12.5 The Value of Team Syntegrity to Managers 250\u003c\/p\u003e \u003cp\u003e12.6 Conclusion 250\u003c\/p\u003e \u003cp\u003e\u003cb\u003eType D Promoting Diversity 253\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Postmodern Systems Thinking 255\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e13.1 Introduction 255\u003c\/p\u003e \u003cp\u003e13.2 Description of Postmodern Systems Thinking 256\u003c\/p\u003e \u003cp\u003e13.3 Postmodern Systems Thinking in Action 267\u003c\/p\u003e \u003cp\u003e13.4 Critique of Postmodern Systems Thinking 269\u003c\/p\u003e \u003cp\u003e13.5 The Value of Postmodern Systems Thinking to Managers 272\u003c\/p\u003e \u003cp\u003e13.6 Conclusion 273\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III Creative Holism 275\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Total Systems Intervention 277\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e14.1 Introduction 277\u003c\/p\u003e \u003cp\u003e14.2 Description of Total Systems Intervention (TSI) 278\u003c\/p\u003e \u003cp\u003e14.3 Total Systems Intervention (TSI) in Action 289\u003c\/p\u003e \u003cp\u003e14.4 Critique of Total Systems Intervention (TSI) 295\u003c\/p\u003e \u003cp\u003e14.5 The Value of Total Systems Intervention (TSI) to Managers 297\u003c\/p\u003e \u003cp\u003e14.6 Conclusion 298\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Critical Systems Practice 301\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e15.1 Introduction 301\u003c\/p\u003e \u003cp\u003e15.2 Description of Critical Systems Practice (CSP) 302\u003c\/p\u003e \u003cp\u003e15.3 Critical Systems Practice (CSP) in Action 315\u003c\/p\u003e \u003cp\u003e15.4 Critique of Critical Systems Practice (CSP) 321\u003c\/p\u003e \u003cp\u003e15.5 The Value of Critical Systems Practice (CSP) to Managers 323\u003c\/p\u003e \u003cp\u003e15.6 Conclusion 324\u003c\/p\u003e \u003cp\u003eReferences 324\u003c\/p\u003e \u003cp\u003eConclusion 327\u003c\/p\u003e \u003cp\u003eIndex 329\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default 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