Systems Thinking: Difference between revisions
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'''Systems thinking''' refers to the practical application of systems ideas to address or prevent complex environmental, social and organisational issues. It is as much about dialogue and collaboration as what happens in our minds (Ulrich 1983), and it takes place in contexts of action (Midgley 2008). (Source: Midgley & Rajagopalan, 2020). | '''Systems thinking''' refers to the <u>practical application of systems ideas to address or prevent complex environmental, social and organisational issues</u>. It is as much about dialogue and collaboration as what happens in our minds (Ulrich 1983), and it takes place in contexts of action (Midgley 2008). (Source: Midgley & Rajagopalan, 2020). | ||
Systems thinking is a way of making sense of the world's complexity by looking at it in terms of wholes and relationships rather than splitting it into parts. It has been used to explore and develop effective action in complex contexts, enabling systems to change. Systems thinking draws on and contributes to [[ | Systems thinking is a way of making sense of the world's complexity by looking at it <u>in terms of wholes and relationships rather than splitting it into parts</u>. It has been used to explore and develop effective action in complex contexts, <u>enabling systems to change</u>. Systems thinking draws on and contributes to [[Systems Theory]] and the [[System Sciences]]. | ||
Revision as of 06:38, 7 February 2023
Systems thinking refers to the practical application of systems ideas to address or prevent complex environmental, social and organisational issues. It is as much about dialogue and collaboration as what happens in our minds (Ulrich 1983), and it takes place in contexts of action (Midgley 2008). (Source: Midgley & Rajagopalan, 2020).
Systems thinking is a way of making sense of the world's complexity by looking at it in terms of wholes and relationships rather than splitting it into parts. It has been used to explore and develop effective action in complex contexts, enabling systems to change. Systems thinking draws on and contributes to Systems Theory and the System Sciences.
The following are Frameworks and methodologies for systems thinking:
- System Dynamics (SD) developed originally in the late 1950s by Jay Forrester.
- Viable Systems Model (VSM) developed originally in the late 1960s by Stafford Beer.
- Strategic Options Development and Analysis (SODA: with cognitive mapping) developed originally in the 1970s by Colin Eden.
- Soft Systems Methodology (SSM) developed originally in the 1970s by Peter Checkland.
- Critical Systems Heuristics (CSH) was developed originally in the late 1970s by Werner Ulrich.
- Critical Systems Thinking developed by Mingers and Jackson in the 80s.
- Systemic Design
References
- Jackson, Michael C (1982). "The nature of soft systems thinking: the work of Churchman, Ackoff and Checkland". Journal of Applied Systems Analysis. 9: 17–28.
- Midgley G (2008) Systems thinking, complexity and the philosophy of science. Emergence: Complexity and Organization 10(4):55-73
- Midgley, G., & Rajagopalan, R. (2020). Critical systems thinking, systemic intervention, and beyond. Handbook of Systems Sciences, 1-51.
- Mingers, J (1980). "Towards an appropriate social theory for applied systems thinking: critical theory and soft systems methodology". Journal of Applied Systems Analysis. 7: 41–49.
- Jackson, Michael C (1985). "Social systems theory and practice: the need for a critical approach". International Journal of General Systems. 10: 135–151.
- Ulrich W (1983) Critical heuristics of social planning: A new approach to practical philosophy. Haupt, Berne