The Manager's Pocket Guide to Systems Thinking & LearningHuman Resource Development, 1998 - 218 من الصفحات Systems Thinking is a more natural and better way to think, learn, act, and achieve desired results. Effectively implemented, it can dramatically improve a manager's effectiveness in today's complex and interconnected business world. This book provides managers with many practical new Systems Thinking tools and the main concepts of Systems Thinking to enhance individual, team, and organizational learning, change, and performance. Every manager should have a copy!. Contents: Overview of Systems Thinking and Learning. Standard Systems Dynamics. Phase A: The Outcome Thinking Tools. Phase B: Feedb. |
المحتوى
| 37 | |
The OutcomeThinking Tools | 81 |
Feedback and Learning Tools | 91 |
The ABCD Systems Model | 105 |
Levels of Living Systems | 149 |
The Rollercoaster of Change | 173 |
A Strategic Management System | 191 |
CONCLUSION | 199 |
Bibliography | 207 |
About the Author | 217 |
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عبارات ومصطلحات مألوفة
A-B-C-D Systems Model achieve actions alignment analytic thinking Application of Standard assessment boundaries building buy-in change efforts Chaos Theory CHECKLIST communications competencies competitive complexity components core strategies create customer value desired outcomes Dynamic Equilibrium effective either/or employees ensure entropy environment environmental scanning Equifinality Example Experienced Dynamics Feedback Loop focus framework goals GUIDELINES hierarchy Holism HR Strategic Planning ideal future vision implementation improve input integrated interdependence interpersonal issues leadership development learning organization Levels of Living living systems look Ludwig von Bertalanffy meetings Meg Wheatley mental models multiple outcomes offsite Open Systems organization's organizational change outputs overall performance appraisal Peter Senge Phase PRINCIPLE problem-solving problems reinforcement relationships rewards Rollercoaster of Change root causes Seven Levels skills solutions stakeholders Standard Systems Dynamics stay-in STRATEGIC CHANGE MANAGEMENT Strategic Management System structures systems levels Systems Theory systems thinking mindset Throughput today's TOOL understand whole
مقاطع مشهورة
الصفحة 78 - The formulation of a problem is often more essential than its solution, which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle, requires creative imagination and marks real advance in science.
الصفحة 25 - Subsystems or Components: A system by definition is composed of interrelated parts or elements. This is true for all systems — mechanical, biological, and social. Every system has at least two elements, and these elements are interconnected. Holism, Synergism, Organicism, and Gestalt: The whole is not just the sum of the parts; the system itself can be explained only as a totality. Holism is the opposite of elementarism, which views the total as the sum of its individual parts. Open Systems View:...
الصفحة 44 - The great successful men (women) of the world have used their imagination... They think ahead and create their mental picture, and then go to work materializing that picture in all its details, filling in here, adding a little there, altering this a bit and that a bit, but steadily building—steadily building.
الصفحة 18 - It follows that systems have boundaries which separate them from their environments. The concept of boundaries helps us understand the distinction between open and closed systems. The relatively closed system has rigid, impenetrable boundaries; whereas the open system has permeable boundaries between itself and a broader suprasystem.
الصفحة 21 - In mechanistic systems there is a direct cause and effect relationship between the initial conditions and the final state. Biological and social systems operate differently. Equifinality suggests that certain results may be achieved with different initial conditions and in different ways. This view suggests that social organizations can accomplish their objectives with diverse inputs and with varying internal activities (conversion processes).
الصفحة 139 - He who knows much about others may be learned, but he who understands himself is more intelligent. He who controls others may be powerful, but he who has mastered himself is mightier still.
الصفحة 22 - Negative Entropy: Closed, physical systems are subject to the force of entropy which increases until eventually the entire system fails. The tendency toward maximum entropy is a movement to disorder, complete lack of resource transformation, and death. In a closed system, the change in entropy must always be positive...
الصفحة 26 - The concept of steady state is closely related to that of negative entropy. A closed system eventually must attain an equilibrium state with maximum entropy - death or disorganization. However, an open system may attain a state where the system remains in dynamic equilibrium through the continuous inflow of materials, energy, and information.
الصفحة 23 - In a closed system, the change in entropy must always be positive; however, in open biological or social systems, entropy can be arrested and may even be transformed into negative...
الصفحة vi - Underlying this concept was the notion that systems are made up of sets of components that work together for the overall objective of the whole.