Critical Systems Thinking : A Practitioner's Guide

Critical Systems Thinking A Practitioner's Guide

Detalles Bibliográficos
Otros Autores: Jackson, Michael C., 1951- author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Hoboken, New Jersey : Wiley [2024]
Edición:First edition
Materias:
System analysis.
System theory.
Leadership.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009840469506719
Tabla de Contenidos:
  • Cover
  • Title Page
  • Copyright Page
  • Dedication
  • Contents
  • Preface
  • Acronyms
  • Introduction
  • Reference
  • Part 1 The Emergence of Critical Systems Thinking
  • Chapter 1 The Scientific Method
  • 1.1 Introduction
  • 1.2 Early Systems Thinking
  • 1.3 The Ascendancy of the Scientific Method
  • 1.4 Romanticism and Disquiet
  • 1.5 The Challenge of Complexity
  • 1.6 Science and the Scientific Method in the Spotlight
  • 1.7 Conclusion
  • References
  • Chapter 2 Systems Thinking
  • 2.1 Introduction
  • 2.2 The Challenge Confronting Systems Thinking
  • 2.3 Complexity and Wicked Problems
  • 2.4 The Search for General Systems Laws
  • 2.4.1 Bogdanov and Tektology
  • 2.4.2 Von Bertalanffy and General Systems Theory
  • 2.4.3 Wiener and Cybernetics
  • 2.4.4 Complexity Theory
  • 2.5 The 'Problem' of Emergence
  • 2.6 A Pluralistic Approach to the Use of Systems Thinking
  • 2.7 The Development of Systems Methodologies
  • 2.8 Conclusion
  • References
  • Chapter 3 Critical Systems Thinking
  • 3.1 Introduction
  • 3.2 The Origins and Early Development of Critical Systems Thinking
  • 3.3 Systemic Critique
  • 3.4 Systemic Pluralism
  • 3.5 Systemic Improvement
  • 3.6 The Argument for Systemic Pragmatism
  • 3.6.1 From Paradigms to Pragmatism
  • 3.6.2 What Is Pragmatism?
  • 3.6.3 Towards Systemic Pragmatism
  • 3.7 Conclusion
  • References
  • Part 2 Critical Systems Practice
  • Chapter 4 Critical Systems Practice: An Overview
  • 4.1 Introduction
  • 4.2 The Origins of Critical Systems Practice
  • 4.3 Contemporary Critical Systems Practice
  • 4.3.1 Essence
  • 4.3.2 The EPIC Framework
  • 4.3.3 The Four Stages
  • 4.3.3.1 Explore the Situation of Interest
  • 4.3.3.2 Produce an Intervention Strategy
  • 4.3.3.3 Intervene Flexibly
  • 4.3.3.4 Check on Progress
  • 4.4 Considerations on the Nature of Critical Systems Practice
  • 4.5 Related Approaches
  • 4.6 Conclusion.
  • References
  • Chapter 5 Critical Systems Practice 1 - Explore the Situation of Interest
  • 5.1 Introduction
  • 5.2 Explore - Preliminaries
  • 5.2.1 Metaphors and World Hypotheses in Philosophy
  • 5.2.2 Paradigms and Metaphors in Organisation Theory
  • 5.2.3 Multiperspectival Approaches in Systems Thinking
  • 5.3 Explore - Process
  • 5.3.1 View the Situation of Interest from Five Systemic Perspectives
  • 5.3.1.1 The Mechanical Systemic Perspective
  • 5.3.1.2 The Interrelationships Systemic Perspective
  • 5.3.1.3 The Organismic Systemic Perspective
  • 5.3.1.4 The Purposeful Systemic Perspective
  • 5.3.1.5 The Societal/Environmental Systemic Perspective
  • 5.3.2 Identify Primary and Secondary Issues
  • 5.4 Explore - Example: The Early Days of the COVID-19 Pandemic in the United Kingdom
  • 5.5 Explore - Issues
  • 5.6 Conclusion
  • References
  • Chapter 6 Critical Systems Practice 2 - Produce an Intervention Strategy
  • 6.1 Introduction
  • 6.2 Produce - Preliminaries
  • 6.3 Produce - Process
  • 6.3.1 Appreciate the Variety of Systems Approaches
  • 6.3.2 Choose Appropriate Systems Methodologies
  • 6.3.2.1 Engineering Systems Methodologies
  • 6.3.2.2 System Dynamics
  • 6.3.2.3 Living Systems Methodologies
  • 6.3.2.4 Soft Systems Methodologies
  • 6.3.2.5 Emancipatory Systems Methodologies
  • 6.3.3 Choose Appropriate Systems Models and Methods
  • 6.3.4 Structure, Schedule and Set Objectives for the Intervention
  • 6.4 Produce - Examples
  • 6.5 Produce - Issues
  • 6.6 Conclusion
  • References
  • Chapter 7 Critical Systems Practice 3 - Intervene Flexibly
  • 7.1 Introduction
  • 7.2 Intervene - Preliminaries
  • 7.3 Intervene - Process
  • 7.3.1 Use Systems Methodologies, Models and Methods Flexibly
  • 7.3.2 Stay Alert to the Evolving Situation (Revisit Stage 1)
  • 7.3.3 Stay Flexible About Appropriate Methodologies, Models and Methods (Revisit Stage 2).
  • 7.4 Intervene - Examples
  • 7.5 Intervene - Issues
  • 7.6 Conclusion
  • References
  • Chapter 8 Critical Systems Practice 4 - Check on Progress
  • 8.1 Introduction
  • 8.2 Check - Preliminaries
  • 8.2.1 Systemic Evaluation: The Single Systems Methodology Approach
  • 8.2.2 Systemic Evaluation: The Systems Concepts Approach
  • 8.2.3 Systemic Evaluation: The Critical Systems Thinking Approach
  • 8.3 Check - Process
  • 8.3.1 Evaluate the Improvements Achieved
  • 8.3.2 Reflect on the Learning Gained About the Systems Approaches Used
  • 8.3.3 Discuss and Agree Next Steps
  • 8.4 Check - Examples
  • 8.5 Check - Issues
  • 8.6 Conclusion
  • References
  • Part 3 Towards a Systems Thinking World
  • Chapter 9 Critical Systems Leadership: Overcoming the Implementation Barriers
  • 9.1 Introduction
  • 9.2 The Growing Interest in Systems Thinking
  • 9.3 Overcoming the Barriers to Implementation
  • 9.3.1 Misconceptions About Systems Thinking
  • 9.3.2 Problems with Systems Thinking
  • 9.3.3 Contextual Factors
  • 9.4 Critical Systems Leadership
  • 9.4.1 Attributes of Critical Systems Leadership
  • 9.4.1.1 Collective Leadership and Collaboration
  • 9.4.1.2 Communication of a Vision and Open Dialogue
  • 9.4.1.3 Co-creation
  • 9.4.1.4 Attention to Managing the Collaboration
  • 9.4.1.5 An Open Approach to Learning
  • 9.4.1.6 An Ethical Orientation
  • 9.4.1.7 Promotion of Appropriate Evaluation
  • 9.4.2 Mindset for Critical Systems Leadership
  • 9.4.3 Methodological Competence for Critical Systems Leadership
  • 9.5 Conclusion
  • References
  • Conclusion
  • Index
  • EULA.

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