Systems Thinking Schools of Thought and Research:
Background:
This introductory list of Systems Thinking Schools of Thought and Research has been assembled to commence with the launch of the Global Association for Systems Thinking® website. The first six schools of thought were those used as foundational research at the 2010 International Society for the Systems Sciences (ISSS) Conference, held in Waterloo, Canada.
This introductory list of Systems Thinking Schools of Thought and Research has been assembled to commence with the launch of the Global Association for Systems Thinking® website. The first six schools of thought were those used as foundational research at the 2010 International Society for the Systems Sciences (ISSS) Conference, held in Waterloo, Canada.
Future Development:
This is an initial list from the Association in 2011. Notably, there are many models, frameworks, and applications that build off the foundational research and methods. For further discussion and the latest on Systems Thinking we recommend Systems Thinking World - systems wik
This is an initial list from the Association in 2011. Notably, there are many models, frameworks, and applications that build off the foundational research and methods. For further discussion and the latest on Systems Thinking we recommend Systems Thinking World - systems wik
Father of Systems Thinking:
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Precursor to Systems Thinking:
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Schools of Thought:
General Systems Theory (GST)
Pioneer: Ludwig von Bertalanffy
Master-Expert & Expert Coordinator: Stephen Haines
Complexity and Complex Adaptive Systems:
About Complex Systems: What is the study of Complex Systems?
Why Complex Systems?
Three approaches to the study of Complex Systems:
Master-Expert & Expert Coordinator: Dr. Glenda Eoyang
Systems Dynamics:
What is System Dynamics? 1. System dynamics is a computer-aided approach to policy analysis and design. It applies to dynamic problems arising in complex social, managerial, economic or interdependence, mutual interaction, information feedback and circular causality. 2. Feedback thinking- Conceptually, the feedback concept is at the heart of the system dynamics approach. Diagrams of loops for information feedback and circular causality are tools for conceptualizing the structure of complex system and for communicating model-based insights.
Feedback Loops Levels- Stocks Rates- Flows Goal Observed Condition Discrepancy Desired Action 3. Behavior of Consequence of Structure- The system dynamic approach emphasizes a continuous view. The continuous view strives to look beyond events to see the dynamic patterns underlying them. Moreover, the continuous view focuses not on discrete decisions but on the policy structure underlying decisions. Events and decisions are seen as surface phenomena that ride on an underlying tide of system structure and behavior- it’s a process 4. His seminal book Industrial Dynamics (Forrester 1961) is still a significant statement of philosophy and methodology in the field. It is now applied in economics, public policy, environmental studies, defense, theory building in social science, and other areas, as well as its home field, management. The name industrial dynamics no longer does justice to the breadth of the field. So it has become generalized to system dynamics. The modern name suggests links to other systems methodologies, but the links are weak and misleading. System dynamics emerges out of servomechanisms engineering, not general systems theory or cybernetics (Richardson 1991) System Dynamics Approach involves:
5. Feedback Thinking- The feedback concept is at the heard of the system dynamics approach. Intuitively a feedback loop exists when information resulting from some actions travels through a system and eventually returns in come form to it’s point of origin, potentially influencing future actions.
6. Exogenous disturbances are seen at most as triggers of system behavior: The causes are contained within the structure of the system itself. 7. Feedback and circular causality are delayed, devious and deceptive. For understanding, system dynamics practitioners strive for an endogenous point of view. The effort is to uncover the sources of system behavior that exist within the structure of the system itself.
8. Behavior is a Consequence of System Structure: The importance of levels and rates appears most clearly when one take a continuous view of structure and dynamics. Although a discrete view, focusing on separate events and decisions is entirely compatible with and endogenous look beyond events to see the dynamic patterns underlying them. Moreover, the continuous view focuses not on discrete decisions but on t e policy structure underlying decisions. Events and decisions are seen as surface phenomena that ride on a underlying tide of system structure and behavior. It is that underlying tide of policy structure and continuous behavior that is the system dynamicity’s focus. Source: Home page- www.systemdynamics.com Pioneer: Jay Forrester
Master-Expert & Expert Coordinator: Mark Alpert
Soft Systems Thinking:
Pioneer: Peter Checkland
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Applications
There are many practical models and frameworks that Systems Thinking Thought Leaders use to diagnose, learn, and apply Systems Thinking for better and more sustainable results in all levels of systems (individuals, teams and families, organizations, communities, societies and the world). Explore, understand and apply these Systems Thinking models and frameworks. Talk about them with the Thought Leaders who developed them.
Conflicting Goals
David Peter Stroh
- Models and Frameworks
There are many practical models and frameworks that Systems Thinking Thought Leaders use to diagnose, learn, and apply Systems Thinking for better and more sustainable results in all levels of systems (individuals, teams and families, organizations, communities, societies and the world). Explore, understand and apply these Systems Thinking models and frameworks. Talk about them with the Thought Leaders who developed them.
Conflicting Goals
David Peter Stroh
- Understand the costs of conflicting or competing goals in an organization. Introduces the archetypal dynamics that unfold when the actions you take to achieve one goal undermine or limit your ability to accomplish other goals.
- http://www.appliedsystemsthinking.com/supporting_documents/PracticeConflictingGoals.pdf