Systems Thinking

Preface
 
Introduction
 
Part I: Holism and Systems Practice
 
1 The Systems Language
 
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
 
2 Applied Systems Thinking
 
2.1 Introduction
 
2.2 Hard Systems Thinking
 
2.3 The Development of Applied Systems Thinking
 
2.4 The Main Strands of Applied Systems Thinking
 
2.5 Conclusion
 
References
 
3 Creativity and Systems
 
3.1 Introduction
 
3.2 Creativity and Metaphor
 
3.3 Creativity and Paradigms
 
3.4 Conclusion
 
References
 
Part II: Systems Approaches
 
Type A Improving Goal Seeking and Viability
 
4 Hard Systems Thinking
 
4.1 Introduction
 
4.2 Description of Hard Systems Thinking
 
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
 
References
 
5 System Dynamics: The Fifth Discipline
 
5.1 Introduction
 
5.2 Description of System Dynamics
 
5.3 System Dynamics in Action
 
5.4 Critique of System Dynamics
 
5.5 The Value of System Dynamics to Managers
 
5.6 Conclusion
 
References
 
6 Organizational Cybernetics
 
6.1 Introduction
 
6.2 Description of Organizational Cybernetics
 
6.3 Organizational Cybernetics in Action
 
6.4 Critique of Organizational Cybernetics
 
6.5 The Value of Organizational Cybernetics to Managers
 
6.6 Conclusion
 
References
 
7 Complexity Theory
 
7.1 Introduction
 
7.2 Description of Complexity Theory
 
7.3 Complexity Theory in Action
 
7.4 Critique of

Michael C. Jackson graduated from Oxford University and has since worked in public sector management, in academia, and as a consultant. He is Professor of Management Systems at the University of Hull, United Kingdom, and Director of its business school. Mike is author of Systems Methodology for the Management Sciences, Plenum, 1991; Creative Problem Solving, Wiley, 1991 (with R.L. Flood); Systems Approaches to Management, Kluwer/Plenum, 2000; and numerous articles in academic and professional journals, including some of the most cited in the field. He is also editor-in-chief of Systems Research and Behavioral Science and associate editor of Systems Practice and Action Research. Mike has been Chair of the UK Systems Society and President of the International Federation for Systems Research and the International Society for the Systems Sciences. His work has been translated into six languages and he has given invited lectures in over twenty countries. He is a Fellow of the British Computer Society, the Chartered Management Institute, and the Cybernetics Society.

"Provides an excellent guide and introduction to systems thinking for students of management." (Professional Manager, March 2004)

"Provides an excellent guide and introduction to systems thinking for students of management." (Professional Manager, March 2004)
 
"...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)