Produktbild: Systems Thinking

Systems Thinking Creative Holism for Managers

75,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

Lieferung nach Hause

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

26.09.2003

Verlag

John Wiley & Sons

Seitenzahl

408

Maße (L/B/H)

23,5/15,7/2,7 cm

Gewicht

680 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-470-84522-6

Beschreibung

Rezension

"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)

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

26.09.2003

Verlag

John Wiley & Sons

Seitenzahl

408

Maße (L/B/H)

23,5/15,7/2,7 cm

Gewicht

680 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-470-84522-6

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

Kundinnen und Kunden meinen

0 Bewertungen

Informationen zu Bewertungen

Zur Abgabe einer Bewertung ist eine Anmeldung im Konto notwendig. Die Authentizität der Bewertungen wird von uns nicht überprüft. Wir behalten uns vor, Bewertungstexte, die unseren Richtlinien widersprechen, entsprechend zu kürzen oder zu löschen.

Die Bewertungen sind nach Format, Anzahl Sterne und Datum sortiert.

Verfassen Sie die erste Bewertung zu diesem Artikel

Helfen Sie anderen Kund*innen durch Ihre Meinung

Kundinnen und Kunden meinen

0 Bewertungen filtern

  • Produktbild: Systems Thinking
  • Preface xiii

    Introduction xix

    Part I Holism and Systems Practice 1

    1 The Systems Language 3

    1.1 Introduction 3

    1.2 Philosophy 4

    1.3 Biology 5

    1.4 Control Engineering 7

    1.5 Organization and Management Theory 9

    1.6 The Physical Sciences 11

    1.7 Why is the Systems Language so Powerful? 12

    2 Applied Systems Thinking 15

    2.1 Introduction 15

    2.2 Hard Systems Thinking 16

    2.3 The Development of Applied Systems Thinking 17

    2.4 The Main Strands of Applied Systems Thinking 24

    2.5 Conclusion 28

    3 Creativity and Systems 31

    3.1 Introduction 31

    3.2 Creativity and Metaphor 32

    3.3 Creativity and Paradigms 37

    3.4 Conclusion 39

    Part II Systems Approaches 43

    Type A Improving Goal Seeking and Viability 45

    4 Hard Systems Thinking 47

    4.1 Introduction 47

    4.2 Description of Hard Systems Thinking 48

    4.3 Hard Systems Thinking in Action 57

    4.4 Critique of Hard Systems Thinking 60

    4.5 The Value of Hard Systems Thinking to Managers 62

    4.6 Conclusion 63

    5 System Dynamics: The Fifth Discipline 65

    5.1 Introduction 65

    5.2 Description of System Dynamics 66

    5.3 System Dynamics in Action 74

    5.4 Critique of System Dynamics 78

    5.5 The Value of System Dynamics to Managers 82

    5.6 Conclusion 83

    6 Organizational Cybernetics 85

    6.1 Introduction 85

    6.2 Description of Organizational Cybernetics 86

    6.3 Organizational Cybernetics in Action 101

    6.4 Critique of Organizational Cybernetics 106

    6.5 The Value of Organizational Cybernetics to Managers 109

    6.6 Conclusion 110

    7 Complexity Theory 113

    7.1 Introduction 113

    7.2 Description of Complexity Theory 114

    7.3 Complexity Theory inAction 125

    7.4 Critique of Complexity Theory 128

    7.5 The Value of Complexity Theory to Managers 131

    7.6 Conclusion 132

    Type B Exploring Purposes 135

    8 Strategic Assumption Surfacing and Testing 137

    8.1 Introduction 137

    8.2 Description of Strategic Assumption Surfacing and Testing (SAST) 138

    8.3 Strategic Assumption Surfacing and Testing (SAST) in Action 147

    8.4 Critique of Strategic Assumption Surfacing and Testing (SAST)

    8.5 The Value of Strategic Assumption Surfacing and Testing (SAST) to Managers 153

    8.6 Conclusion 154

    9 Interactive Planning 157

    9.1 Introduction 157

    9.2 Description of Interactive Planning 158

    9.3 Interactive Planning in Action 168

    9.4 Critique of Interactive Planning 174

    9.5 The Value of Interactive Planning to Managers 177

    9.6 Conclusion 178

    10 Soft Systems Methodology 181

    10.1 Introduction 181

    10.2 Description of Soft Systems Methodology (SSM) 182

    10.3 Soft Systems Methodology (SSM) in Action 197

    10.4 Critique of Soft SystemsMethodology (SSM) 202

    10.5 The Value of Soft SystemsMethodology (SSM) to Managers 208

    10.6 Conclusion 208

    Type C Ensuring Fairness 211

    11 Critical Systems Heuristics 213

    11.1 Introduction 213

    11.2 Description of Critical Systems Heuristics (CSH) 214

    11.3 Critical Systems Heuristics (CSH) in Action 222

    11.4 Critique of Critical Systems Heuristics (CSH) 226

    11.5 The Value of Critical Systems Heuristics (CSH) to Managers 229

    11.6 Conclusion 229

    12 Team Syntegrity 233

    12.1 Introduction 233

    12.2 Description of Team Syntegrity 234

    12.3 Team Syntegrity in Action 242

    12.4 Critique of Team Syntegrity 247

    12.5 The Value of Team Syntegrity to Managers 250

    12.6 Conclusion 250

    Type D Promoting Diversity 253

    13 Postmodern Systems Thinking 255

    13.1 Introduction 255

    13.2 Description of Postmodern Systems Thinking 256

    13.3 Postmodern Systems Thinking in Action 267

    13.4 Critique of Postmodern Systems Thinking 269

    13.5 The Value of Postmodern Systems Thinking to Managers 272

    13.6 Conclusion 273

    Part III Creative Holism 275

    14 Total Systems Intervention 277

    14.1 Introduction 277

    14.2 Description of Total Systems Intervention (TSI) 278

    14.3 Total Systems Intervention (TSI) in Action 289

    14.4 Critique of Total Systems Intervention (TSI) 295

    14.5 The Value of Total Systems Intervention (TSI) to Managers 297

    14.6 Conclusion 298

    15 Critical Systems Practice 301

    15.1 Introduction 301

    15.2 Description of Critical Systems Practice (CSP) 302

    15.3 Critical Systems Practice (CSP) in Action 315

    15.4 Critique of Critical Systems Practice (CSP) 321

    15.5 The Value of Critical Systems Practice (CSP) to Managers 323

    15.6 Conclusion 324

    References 324

    Conclusion 327

    Index 329