Jackson M.C. Systems Thinking: Creative Holism for Managers

Wiley – 2003, 379 p.
ISBN: 0470845228, 9780470845226Jackson's new book responds to the growing interest in systems ideas and their application, and builds on the success of his previous work with Bob Flood Creative Problem Solving. This book is different from existing texts in the systems field - it provides a clear introduction to the origins of systems thinking, concepts and the development of applied systems thinking and offers an account of 'critical systems practice' which demonstrates how other systems methodologies, model and methods can be used in combination.
Creative Problem Solving is comprehensive in scope, offering a brief introduction to all main 'holistic approaches to management' and demonstrating, with case studies, how each is used in practice. This straightforward and clear text from an established author in the field will be welcomed by students and academics as the 'new' Creative Problem Solving - a comprehensive, practical guide to a potentially difficult subject.Holism and Systems Practice.The Systems Language.Philosophy.
Biology.
Control Engineering.
Organization and Management Theory.
The Physical Sciences.
Why is the Systems Language so Powerful?Applied Systems Thinking.Hard Systems Thinking.
The Development of Applied Systems Thinking.
The Main Strands of Applied Systems Thinking.Creativity and Systems.Creativity and Metaphor.
Creativity and ParadigmsSystems Approaches. Type A Improving Goal Seeking and Viability.Hard Systems Thinking.Description of Hard Systems Thinking.
Hard Systems Thinking in Action.
Critique of Hard Systems Thinking.
The Value of Hard Systems Thinking to Managers.System Dynamics: The Fifth Discipline.Description of System Dynamics.
System Dynamics in Action.
Critique of System Dynamics.
The Value of System Dynamics to Managers.Organizational Cybernetics.Description of Organizational Cybernetics
Organizational Cybernetics in Action.
Critique of Organizational Cybernetics.
The Value of Organizational Cybernetics to Managers.Complexity Theory.Description of Complexity Theory.
Complexity Theory in Action.
Critique of Complexity Theory.
The Value of Complexity Theory to Managers.Type B Exploring Purposes.
Strategic Assumption Surfacing and Testing.Description of Strategic Assumption Surfacing and Testing (SAST).
Strategic Assumption Surfacing and Testing (SAST) in Action.
Critique of Strategic Assumption Surfacing and Testing (SAST).
The Value of Strategic Assumption Surfacing and Testing (SAST) to Managers.Interactive Planning.Description of Interactive Planning.
Interactive Planning in Action.
Critique of Interactive Planning.
The Value of Interactive Planning to Managers.Soft Systems Methodology.Description of Soft Systems Methodology (SSM).
Soft Systems Methodology (SSM) in Action.
Critique of Soft Systems Methodology (SSM).
The Value of Soft Systems Methodology (SSM) to Managers.Type C Ensuring Fairness.
Critical Systems Heuristics.Description of Critical Systems Heuristics (CSH).
Critical Systems Heuristics (CSH) in Action.
Critique of Critical Systems Heuristics (CSH).
The Value of Critical Systems Heuristics (CSH) to Managers.Team Syntegrity.Description of Team Syntegrity.
Team Syntegrity in Action.
Critique of Team Syntegrity.
The Value of Team Syntegrity to Managers.Type D Promoting Diversity.
Postmodern Systems Thinking.Description of Postmodern Systems Thinking.
Postmodern Systems Thinking in Action.
Critique of Postmodern Systems Thinking.
The Value of Postmodern Systems Thinking to Managers.Creative Holism.Total Systems Intervention.Description of Total Systems Intervention (TSI).
Total Systems Intervention (TSI) in Action.
Critique of Total Systems Intervention (TSI).
The Value of Total Systems Intervention (TSI) to Managers.Critical Systems Practice.Description of Critical Systems Practice (CSP).
Critical Systems Practice (CSP) in Action.
Critique of Critical Systems Practice (CSP).
The Value of Critical Systems Practice (CSP) to Managers.