Critical Systems Thinking: A Practitioner's Guide
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2024
|
| Ausgabe: | 1st ed |
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (255 Seiten) |
| ISBN: | 9781394203581 |
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| 505 | 8 | |a 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 | |
| 505 | 8 | |a 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) | |
| 505 | 8 | |a 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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Datensatz im Suchindex
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| author | Jackson, Michael C. |
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| contents | 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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| id | DE-604.BV049875606 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-05T17:02:14Z |
| institution | BVB |
| isbn | 9781394203581 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035215064 |
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| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (255 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
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| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| spelling | Jackson, Michael C. Verfasser aut Critical Systems Thinking A Practitioner's Guide 1st ed Newark John Wiley & Sons, Incorporated 2024 ©2024 1 Online-Ressource (255 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources 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. Management (DE-588)4037278-9 gnd rswk-swf Komplexität (DE-588)4135369-9 gnd rswk-swf Systemtheorie (DE-588)4058812-9 gnd rswk-swf Systemdenken (DE-588)4418290-9 gnd rswk-swf Systemdenken (DE-588)4418290-9 s Systemtheorie (DE-588)4058812-9 s Management (DE-588)4037278-9 s Komplexität (DE-588)4135369-9 s DE-604 Erscheint auch als Druck-Ausgabe Jackson, Michael C. Critical Systems Thinking Newark : John Wiley & Sons, Incorporated,c2024 9781394203574 |
| spellingShingle | Jackson, Michael C. Critical Systems Thinking A Practitioner's Guide 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. Management (DE-588)4037278-9 gnd Komplexität (DE-588)4135369-9 gnd Systemtheorie (DE-588)4058812-9 gnd Systemdenken (DE-588)4418290-9 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4135369-9 (DE-588)4058812-9 (DE-588)4418290-9 |
| title | Critical Systems Thinking A Practitioner's Guide |
| title_auth | Critical Systems Thinking A Practitioner's Guide |
| title_exact_search | Critical Systems Thinking A Practitioner's Guide |
| title_full | Critical Systems Thinking A Practitioner's Guide |
| title_fullStr | Critical Systems Thinking A Practitioner's Guide |
| title_full_unstemmed | Critical Systems Thinking A Practitioner's Guide |
| title_short | Critical Systems Thinking |
| title_sort | critical systems thinking a practitioner s guide |
| title_sub | A Practitioner's Guide |
| topic | Management (DE-588)4037278-9 gnd Komplexität (DE-588)4135369-9 gnd Systemtheorie (DE-588)4058812-9 gnd Systemdenken (DE-588)4418290-9 gnd |
| topic_facet | Management Komplexität Systemtheorie Systemdenken |
| work_keys_str_mv | AT jacksonmichaelc criticalsystemsthinkingapractitionersguide |