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Table Of Contents

The Systems Language 1
1.1 INTRODUCTION
1.2 PHILOSOPHY
1.3 BIOLOGY
1.4 CONTROL ENGINEERING
1.5 ORGANIZATION AND MANAGEMENT THEORY
1.6 THE PHYSICAL SCIENCES
1.7 WHY IS THE SYSTEMS LANGUAGE SO POWERFUL?
REFERENCES
Applied Systems Thinking 2
2.1 INTRODUCTION
2.2 HARD SYSTEMS THINKING
2.3 THE DEVELOPMENT OF APPLIED SYSTEMS THINKING
2.3.1 Problem contexts
2.4 THE MAIN STRANDS OF APPLIED SYSTEMS THINKING
2.5 CONCLUSION
Creativity and Systems 3
3.1 INTRODUCTION
3.2 CREATIVITY AND METAPHOR
3.3 CREATIVITY AND PARADIGMS
3.4 CONCLUSION
Hard Systems Thinking 4
4.1 INTRODUCTION
4.2 DESCRIPTION OF HARD SYSTEMS THINKING
4.2.1 Historical development
4.2.2 Philosophy and theory
4.2.3 Methodology
4.2.4 Methods
4.2.5 Recent developments
4.3 HARD SYSTEMS THINKING IN ACTION
4.4 CRITIQUE OF HARD SYSTEMS THINKING
4.5 THE VALUE OF HARD SYSTEMS THINKING TO MANAGERS
4.6 CONCLUSION
System Dynamics: The Fifth Discipline 5
5.1 INTRODUCTION
5.2 DESCRIPTION OF SYSTEM DYNAMICS
5.2.1 Historical development
5.2.2 Philosophy and theory
5.2.3 Methodology
5.2.4 Methods
5.2.5 Recent developments
5.3 SYSTEM DYNAMICS IN ACTION
5.4 CRITIQUE OF SYSTEM DYNAMICS
5.5 THE VALUE OF SYSTEM DYNAMICS TO MANAGERS
5.6 CONCLUSION
Organizational Cybernetics 6
6.1 INTRODUCTION
6.2 DESCRIPTION OF ORGANIZATIONAL CYBERNETICS
6.2.1 Historical development
6.2.2 Philosophy and theory
6.2.3 Methodology
6.2.4 Methods
6.2.5 Recent developments
6.3 ORGANIZATIONAL CYBERNETICS IN ACTION
6.4 CRITIQUE OF ORGANIZATIONAL CYBERNETICS
6.5 THE VALUE OF ORGANIZATIONAL CYBERNETICS TO MANAGERS
6.6 CONCLUSION
Complexity Theory 7
7.1 INTRODUCTION
7.2 DESCRIPTION OF COMPLEXITY THEORY
7.2.1 Historical development
7.2.2 Philosophy and theory
7.2.3 Methodology
7.2.4 Methods
7.2.5 Recent developments
7.3 COMPLEXITY THEORY IN ACTION
7.4 CRITIQUE OF COMPLEXITY THEORY
7.5 THE VALUE OF COMPLEXITY THEORY TO MANAGERS
7.6 CONCLUSION
Strategic Assumption Surfacing and Testing 8
8.1 INTRODUCTION
8.2.1 Historical development
8.2.2 Philosophy and theory
8.2.3 Methodology
8.2.4 Methods
8.2.5 Recent developments
8.6 CONCLUSION
Interactive Planning 9
9.1 INTRODUCTION
9.2 DESCRIPTION OF INTERACTIVE PLANNING
9.2.1 Historical development
9.2.2 Philosophy and theory
9.2.3 Methodology
9.2.4 Methods
9.2.5 Recent developments
9.3 INTERACTIVE PLANNING IN ACTION
9.4 CRITIQUE OF INTERACTIVE PLANNING
9.5 THE VALUE OF INTERACTIVE PLANNING TO MANAGERS
9.6 CONCLUSION
10.1 INTRODUCTION
10.2 DESCRIPTION OF SOFT SYSTEMS METHODOLOGY (SSM)
10.2.1 Historical development
10.2.2 Philosophy and theory
10.2.3 Methodology
10.2.4 Methods
10.2.5 Recent developments
10.3 SOFT SYSTEMS METHODOLOGY (SSM) IN ACTION
10.4 CRITIQUE OF SOFT SYSTEMS METHODOLOGY (SSM)
10.6 CONCLUSION
Critical Systems Heuristics 11
11.1 INTRODUCTION
11.2 DESCRIPTION OF CRITICAL SYSTEMS HEURISTICS (CSH)
11.2.1 Historical development
11.2.2 Philosophy and theory
11.2.3 Methodology
11.2.4 Methods
11.2.5 Recent developments
11.3 CRITICAL SYSTEMS HEURISTICS (CSH) IN ACTION
11.6 CONCLUSION
Team Syntegrity 12
12.1 INTRODUCTION
12.2 DESCRIPTION OF TEAM SYNTEGRITY
12.2.1 Historical development
12.2.2 Philosophy and theory
12.2.3 Methodology
12.2.4 Methods
12.2.5 Recent developments
12.3 TEAM SYNTEGRITY IN ACTION
12.4 CRITIQUE OF TEAM SYNTEGRITY
12.5 THE VALUE OF TEAM SYNTEGRITY TO MANAGERS
12.6 CONCLUSION
Postmodern Systems Thinking 13
13.1 INTRODUCTION
13.2 DESCRIPTION OF POSTMODERN SYSTEMS THINKING
13.2.1 Historical development
13.2.2 Philosophy and theory
13.2.3 Methodology
13.2.4 Methods
13.2.5 Recent developments
13.3 POSTMODERN SYSTEMS THINKING IN ACTION
13.4 CRITIQUE OF POSTMODERN SYSTEMS THINKING
13.6 CONCLUSION
Total Systems Intervention14
14.1 INTRODUCTION
14.2 DESCRIPTION OF TOTAL SYSTEMS INTERVENTION (TSI)
14.2.1 Historical development
14.2.2 Philosophy and theory
14.2.3 Metamethodology
14.2.4 Methods
14.2.5 Recent developments
14.3 TOTAL SYSTEMS INTERVENTION (TSI) IN ACTION
14.6 CONCLUSION
Critical Systems Practice 15
15.1 INTRODUCTION
15.2 DESCRIPTION OF CRITICAL SYSTEMS PRACTICE (CSP)
15.2.1 Historical development
15.2.2 Philosophy and theory
15.2.3 Metamethodology
15.2.4 Methods
15.2.5 Recent developments
15.3 CRITICAL SYSTEMS PRACTICE (CSP) IN ACTION
15.4 CRITIQUE OF CRITICAL SYSTEMS PRACTICE (CSP)
15.5 THE VALUE OF CRITICAL SYSTEMS PRACTICE (CSP) TO MANAGERS
15.6 CONCLUSION
Conclusion
Index
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Systems Thinking - Creative Holism for Managers

Systems Thinking - Creative Holism for Managers

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Published by: Fan Di on Sep 11, 2011
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