Systems Thinking - Perception of Perception as Key (eBook, PDF)
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Seminar paper from the year 2005 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, The George Washington University (Dept. of Organizational Sciences), course: Management Systems, language: English, abstract: When I started to capture the readings for this paper I came across the above mentioned quote and realized the close connection between the way we perceive reality and how perception is the key to systems thinking at the same time. Systems’ thinking in particular means to stop assessing reality in fragments and details but instead looking at whol...
Seminar paper from the year 2005 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, The George Washington University (Dept. of Organizational Sciences), course: Management Systems, language: English, abstract: When I started to capture the readings for this paper I came across the above mentioned quote and realized the close connection between the way we perceive reality and how perception is the key to systems thinking at the same time. Systems’ thinking in particular means to stop assessing reality in fragments and details but instead looking at wholes. A true systems thinker therefore observes dynamic interrelationships and patterns rather than mere “snapshots”. As it will turn out by looking at the example of Chris Bangle, chief-designer at BMW, system thinking can especially considered to be an art. The goal of this paper is moreover to show how “our actions create our reality” (Senge 1994, 1) and how we can be the craftsmen. I will moreover briefly apply the “Appreciation Influence Control”-Model (AIC) by Bill Smith and Elisabeth Davis to underline the important role perception plays in systems thinking. This model centers on how to achieve and realize the full potential of a purpose (goal). The overall philosophy is to come to understand the “power” which is involved in the organizing process. In detail, the process itself consists of three levels that have to be properly ‘managed’ in order to succeed in realizing the purpose aiming at: (1) Appreciation – Relating to the overall system that is relevant (information). (2) Influence – Relation to the components of the system (transformation). (3) Control – Directing resources to attain the purpose (formation). I have therefore separated this paper into three parts according to the AIC-model. In the first part I will focus on the importance of perception and how perception impacts “appreciation”. In the second part I will consider how as consequence of a different perception of reality the organizing process has been transformed to systems thinking – the “influence” of changed perception. In the final and third part, I will then show how systems thinking can take place in daily practice and how it can be acquired.
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