Suchergebnisse
Filter
27 Ergebnisse
Sortierung:
Why few organizations adopt systems thinking
In: Systems research and behavioral science: the official journal of the International Federation for Systems Research, Band 23, Heft 5, S. 705-708
ISSN: 1099-1743
OR: after the post mortem
In: System dynamics review: the journal of the System Dynamics Society, Band 17, Heft 4, S. 341-346
ISSN: 1099-1727
Disciplines, the two cultures, and the scianities
In: Systems research and behavioral science: the official journal of the International Federation for Systems Research, Band 16, Heft 6, S. 533-537
ISSN: 1099-1743
On pairs and trios: The smallest social systems
In: Systems research, Band 13, Heft 4, S. 435-446
'whole‐ing' the parts and righting the wrongs
In: Systems research, Band 12, Heft 1, S. 43-46
AbstractThe recent reports that popular panaceas are not working most of the time is not surprising; they are applied anti‐systemically. These failures have two principal sources. First, they manipulate the parts of systems without regard to how their manipulations affect the whole through interactions of the parts. Second, they tend to do the wrong things righter rather than the right things. It is better to do the right thing wrong that the wrong thing right; the former leads to learning; the latter to reinforcement of error.
Systems thinking and thinking systems
In: System dynamics review: the journal of the System Dynamics Society, Band 10, Heft 2-3, S. 175-188
ISSN: 1099-1727
AbstractThree types of system are identified and differentiated: mechanical, organismic, and social systems. The evolution of our concept of an enterprise from mechanical to social is then traced, as enterprises are viewed from each of these perspectives. Some consequences of conceptualizing them as social systems are then discussed, including the consequences of (1) considering the parts of an enterprise separately, as is commonly done, that is, managing analytically versus synthetically; (2) supervising personnel who can do their jobs better than their bosses; (3) treating problems separately rather than systemically, and (4) taking disciplines as aspects of reality, that is, as categories of nature.
A theory of practice in the social systems sciences
In: Systems research, Band 5, Heft 3, S. 241-246
AbstractThe principles that guide the practice of the author and the reasons for them are presented. These principles have been extracted from 40 years of applying the systems sciences to managerial problems in practitioner—client relationships. These principles focus on the role of the practitioner in encouraging and facilitating the development of the relevant stakeholders during an engagement. This is done primarily through participative idealized redesign of the system which has the problems being addressed. What the practitioner must bring to the design process, his or her personal relationships with the responsible decision maker, and 'selling' are among the other aspects of practice that are discussed.
Correspondence: On conceptions of professions
In: Systems research, Band 3, Heft 4, S. 273-276
The Design of Social Research
In: Revista mexicana de sociología, Band 18, Heft 1, S. 177
ISSN: 2594-0651
FRANK, PHILIPP. Modern Science and Its Philosophy. Second ed. Pp. 324. Cam bridge, Mass.: Harvard University Press, 1949. $4.50
In: The annals of the American Academy of Political and Social Science, Band 267, Heft 1, S. 249-249
ISSN: 1552-3349
Ethics and morality—a dialogue
In: Systems research and behavioral science: the official journal of the International Federation for Systems Research, Band 28, Heft 1, S. 3-14
ISSN: 1099-1743
Designing a Replacement for the UN
In: Volume 1: Rescuing the Enlightenment from Itself, S. 332-338
On misdirected systemsa
In: Systems research and behavioral science: the official journal of the International Federation for Systems Research, Band 18, Heft 3, S. 199-205
ISSN: 1099-1743
AbstractMany, if not most, social systems are trying to do things right, but are not doing the right things. Examples are drawn from transportation, health care, law and order, and education. In addition, it is argued that most corporations do not practice what they preach, and that such remedies as downsizing are dysfunctional and harmful to society. Copyright © 2001 John Wiley & Sons, Ltd.