Systems thinking [electronic book] : managing chaos and complexity : a platform for designing business architecture / Jamshid Gharajedaghi.

By:

Gharajedaghi, Jamshid

Contributor(s):

ScienceDirect (Online service)

Material type: Text

TextPublication details: Burlington, MA : Morgan Kaufmann, c2011.Edition: 3rd edDescription: 1 online resource (xxi, 351 p.) : illISBN:

0123859158
9780123859150

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Genre/Form:

Electronic books.

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ScienceDirect eBook

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Enhanced descriptions from Syndetics:

Systems Thinking, Third Edition combines systems theory and interactive design to provide an operational methodology for defining problems and designing solutions in an environment increasingly characterized by chaos and complexity. This new edition has been updated to include all new chapters on self-organizing systems as well as holistic, operational, and design thinking.

The book covers recent crises in financial systems and job markets, the housing bubble, and environment, assessing their impact on systems thinking. A companion website is available at interactdesign.com.

This volume is ideal for senior executives as well as for chief information/operating officers and other executives charged with systems management and process improvement. It may also be a helpful resource for IT/MBA students and academics.

Table of contents provided by Syndetics

Foreword to the Third Edition (p. xi)
Foreword to the Second Edition (p. xvii)
Preface (p. xix)
Acknowledgment (p. xxi)
Part I System Philosophy: The Name of the Devil
Chapter 1 How the Game Is Evolving (p. 3)
1.1 Imitation (p. 4)
1.2 Inertia (p. 5)
1.3 Suboptimization (p. 6)
1.4 Change of the Game (p. 6)
1.5 Shift of Paradigm (p. 8)
1.6 Interdependency and Choice (p. 9)
1.6.1 On the Nature of Organization: The First Paradigm Shift (p. 9)
1.7 On the Nature of Inquiry (p. 13)
1.7.1 The Second Paradigm Shift (p. 13)
1.8 The Competitive Games (p. 17)
1.8.1 Mass Production ? Interchangeably of Parts and Labor (p. 17)
1.3.2 Divisional Structure ? Managing Growth and Diversity (p. 18)
1.5.3 Participative Management (p. 20)
1.8.4 Operations Research ? Joint Optimization (p. 20)
1.8.5 Lean Production System ? Flexibility and Control (p. 21)
1.8.6 Interactive Management ? Design Approach (p. 22)
Part 2 Systems Theory: The Nature of the Beast
Chapter 2 Systems Principles (p. 29)
2.1 Openness (p. 29)
2.2 Purposefulness (p. 33)
2.2.1 Recap (p. 37)
2.3 Multidimensionality (p. 38)
2.3.1 Plurality of Function, Structure, and Process (p. 42)
2.3.2 Recap (p. 44)
2.4 Emergent Property (p. 45)
2.4.1 Recap (p. 47)
2.5 Counterintuitive Behavior (p. 48)
2.5.1 Recap (p. 54)
Chapter 3 Sociocultural System (p. 57)
3.1 Self-Organization: Movement Toward a Predefined Order (p. 57)
3.2 Information-Bonded Systems (p. 59)
3.3 Culture (p. 60)
3.4 Social Learning (p. 62)
3.5 Culture as an Operating System (p. 64)
Chapter 4 Development (p. 69)
4.1 Schematic View of Theoretical Traditions (p. 70)
4.2 Systems View of Development (p. 73)
4.3 Obstruction to Development (p. 77)
4.3.1 Alienation (p. 78)
4.3.2 Polarization (p. 79)
4.3.3 Corruption (p. 81)
4.3.4 Terrorism (p. 82)
4.3.5 Recap (p. 85)
Part 3 Systems Methodology: The Logic of the Madness
Chapter 5 Holistic Thinking (p. 89)
5.1 Iterative Process of Inquiry (p. 89)
5.2 Systems Dimensions (p. 93)
5.2.1 Generation and Dissemination of Wealth (p. 96)
5.2.2 Generation and Dissemination of Power(Centralization and Decentralization Happen at the Same Time) (p. 97)
5.2.3 Generation and Dissemination of Beauty: social Integration (p. 101)
5.2.4 Generation and Dissemination of Knowledge (p. 103)
5.2.5 Generation and Dissemination of the Value: Conflict Management (p. 104)
Chapter 6 Operational Thinking (p. 109)
6.1 Complexity (p. 110)
6.1.1 Open Loop or Closed Loop Systems (p. 111)
6.1.2 Linear or Nonlinear systems (p. 111)
6.2 Operational Thinking, the iThink Language (p. 119)
6.2.1 Connectors (p. 120)
6.2.2 Modeling Interdependency (p. 121)
6.3 Dynamics of Throughput Systems (p. 124)
6.3.1 Critical Properties of the Process (p. 126)
6.3.2 Model of the Process (p. 126)
6.3.3 Measurement and Learning (p. 130)
Chapter 7 Design Thinking (p. 133)
7.1 Design Thinking, as the Systems Methodology (p. 134)
7.2 Operating Principles of Design Thinking (p. 137)
7.3 Modular Design (p. 138)
7.4 Design and Process of Social Change (p. 141)
7.5 Interactive Design (p. 142)
7.5.1 Idealization (p. 144)
7.5.2 Realization ? Successive Approximation (p. 147)
7.5.3 Dissolving the second-Order Machine (p. 150)
7.6 Critical Design Elements (p. 150)
7.6.1 Measurement and Reward System (A Social Calculus) (p. 150)
7.6.2 Vertical Compatibility (p. 151)
7.6.3 Horizontal Compatibility (p. 153)
7.6.4 Temporal Compatibility (p. 155)
7.6.5 Target Costing (p. 156)
Chapter 8 Formulating the Mess (p. 159)
8.1 Searching (p. 160)
8.1.1 Systems Analysis (p. 161)
8.1.2 Obstruction Analysis (p. 161)
8.1.3 System Dynamics (p. 161)
8.2 Mapping the Mess (p. 163)
8.3 Telling the Story (p. 166)
8.3.1 Formulating the Mess: A Case Review (Story of Utility Industry) (p. 166)
8.3.2 Success Changes the Game, Lack of Explicit Vision (p. 169)
8.3.3 Monopolistic, Cost Plus, Regulated Environment (p. 170)
8.3.4 The Non-Competitive Culture (p. 171)
8.3.5 The Input-Based Personnel Policy (p. 172)
8.3.6 Mediocrity, Tolerance of Incompetence (p. 173)
8.3.7 Structural Incompatibility (p. 174)
8.3.8 Uncertainty About the Future (p. 176)
8.4 The Present Mess (p. 177)
8.4.1 Drivers Defining the Behavior of the Present State of the Economy (p. 177)
8.4.2 How the Game Is Evolving (p. 177)
8.5 Current Crisis and Future Challenges (p. 178)
Chapter 9 Business Architecture (p. 181)
9.1 The System's Boundary and Business Environment (p. 182)
9.2 Purpose (p. 184)
9.3 Functions (p. 189)
9.4 Structure (p. 190)
9.4.1 Output Dimension (p. 192)
9.4.2 Input Dimension (p. 194)
9.4.3 Market Dimension (p. 196)
9.4.4 Internal Market Economy (p. 197)
9.5 Processes (p. 201)
9.5.1 Planning, Learning, and Control System (p. 202)
9.5.2 Measurement System (p. 202)
9.5.3 Recap (p. 207)
Part Systems Practice: The Gutsy Few
Chapter 10 The Oneida Nation (p. 211)
10.1 Desired Specifications (p. 211)
10.2 Systems Architecture (p. 213)
10.3 Governance (p. 214)
10.3.1 Governing Body (p. 215)
10.3.2 Chief of Staff (p. 215)
10.3.3 Planning, Learning, and Control System (p. 216)
10.3.4 Planning, Learning, and Control Board (p. 217)
10.4 Membership Systems (p. 218)
10.4.1 Empowerment (p. 218)
10.4.2 The Tie That Bonds (p. 219)
10.4.3 Membership Network (p. 220)
10.4.4 Consensus-Building Process (p. 221)
10.4.5 Back to the Future (p. 224)
10.4.6 Performance Criteria and Measures (p. 225)
10.5 Learning Systems (p. 226)
10.5.1 Learning to Learn (Formal Education) (p. 227)
10.5.2 Learning to Be (Cultural Education) (p. 228)
10.5.3 Learning to Do (Professional Education) (p. 229)
10.5.4 Support Functions (p. 229)
10.5.5 Advocacy Functions (p. 230)
10.5.6 Oneida Multiversity (p. 230)
10.5.7 Performance Criteria and Measures (p. 232)
10.6 Business Systems (p. 233)
10.6.1 Services Sector (p. 234)
10.6.2 Industry Sector (p. 235)
10.6.3 Leisure Sector (p. 235)
10.6.4 Land and Agriculture Sector (p. 235)
10.6.5 Marketing Sector (p. 236)
10.6.6 Governance and Intersystem Relationships (p. 236)
10.7 Core Services (p. 237)
10.7.1 Government Services Division (p. 237)
10.7.2 Infrastructure Development Division (p. 238)
10.7.3 Ordinance Division (p. 238)
10.7.4 Performance Criteria and Measures (p. 238)
10.7.5 Governance and Oversight (p. 238)
10.8 External Environment (p. 239)
10.9 Judicial System (p. 240)
10.9.1 Contextual Analysis (p. 240)
10.9.2 Contextual Challenge (p. 241)
10.9.3 Democratic Challenge (p. 242)
Chapter 11 Butterworth Health System (p. 245)
11.1 Issues, Concerns, and Expectations (p. 246)
11.2 Design Specifications (p. 248)
11.3 The Architecture (p. 249)
11.4 Market Dimension (p. 250)
11.4.1 Market Access (p. 250)
11.5 Care System (p. 251)
11.5.1 Contextual Background (p. 251)
11.5.2 Desired Specifications (p. 252)
11.5.3 Common Features (p. 253)
11.5.4 Preventive Care (p. 255)
11.5.5 Interventional Care (p. 256)
11.5.6 Viability Care (p. 257)
11.5.7 Terminal Care (p. 258)
11.6 Output Dimension (p. 258)
11.6.1 Alternative One: Traditional Functional Structure (p. 259)
11.6.2 Alternative Two: Modular Structure (p. 259)
11.6.3 Health Delivery System Design: The Makeup (p. 261)
11.6.4 Community-Based Health Delivery System (p. 261)
11.6.5 Specialized Health Delivery System (p. 263)
11.6.6 Shared Services (p. 264)
11.7 Core Knowledge (p. 265)
11.8 Shared Services (p. 270)
11.8.1 Meed for Centralization (p. 270)
11.8.2 Control Versus Service (p. 271)
11.8.3 Customer Orientation (p. 272)
11.9 Health Delivery System, Core Knowledge, and Care System Interactions (p. 273)
11.10 The Executive Office (p. 277)
11.11 Recap (p. 278)
Chapter 12 The Marriott Corporation (p. 281)
12.1 The Environment: How the Game Is Evolving (p. 282)
12.1.1 Bases for Competition (p. 282)
12.2 Purpose (p. 282)
12.2.1 Principles and Desired Characteristics (p. 282)
12.2.2 Mission (p. 283)
12.3 The Architecture (p. 283)
12.3.1 Product/Market Mix (p. 285)
12.3.2 Region/Market Operation (p. 285)
12.3.3 Brand Management (p. 286)
12.3.4 Core Components (p. 287)
12.3.5 Core Knowledge (p. 287)
12.3.6 Critical Processes (p. 288)
12.4 Recap (p. 289)
Chapter 13 Commonwealth Energy System (p. 291)
13.1 Stakeholders' Expectations (p. 292)
13.1.1 Shareholders' Expectations (p. 292)
13.1.2 Regulators' Expectations (p. 293)
13.1.3 Employees' Expectations (p. 293)
13.1.4 Customers' Expectations (p. 293)
13.1.5 Suppliers' Expectations (p. 294)
13.1.6 Public's Expectations (p. 294)
13.2 Business Environment (p. 294)
13.2.1 The Changing Game: The Energy Industry (p. 294)
13.2.2 The Changing Game: COM/Energy (p. 296)
13.3 Design (p. 296)
13.3.1 Purpose and Strategic Intent (p. 297)
13.3.2 Core Values and Desired Specifications (p. 298)
13.4 General Architecture (p. 299)
13.5 Core Business Units: Gas and Electricity Distribution (p. 301)
13.5.1 Customer-Oriented Business Units: Energy Supply Systems and Management Services (p. 302)
13.5.2 Cogeneration and Packages of Energy Supply(Industrial and Commercial) (p. 302)
13.5.3 Energy Efficiency and Electrotechnologies(ResidentiaI a nd CommerciaI) (p. 304)
13.6 Technology/Supply- Oriented Business Units: Energy Generation and Supply (p. 305)
13.6.1 Energy Generation (Canal) (p. 306)
13.6.2 Gas Storage (LNG) (p. 307)
13.6.3 Steam Services (p. 307)
13.7 Energy Brokerage and International Operations (p. 307)
13.7.1 Energy Brokerage (p. 308)
13.7.2 International Operations (p. 308)
13.8 Shared Services (Performance Centers) (p. 309)
13.8.1 Service Company (p. 310)
13.8.2 Financial Systems (p. 311)
13.9 Executive Office (p. 311)
13.9.1 Core Knowledge Pool (p. 312)
13.9.2 Learning and Control System (p. 313)
Chapter l4 Carrier Corporation (p. 317)
14.1 Expectations, Assumptions, and Specifications (p. 318)
14.1.1 The Changing Game: In General (p. 318)
14.1.2 The Changing Game: The HVAC Industry (p. 319)
14.1.3 Drivers for Change (p. 319)
14.1.4 Bases for Competition (p. 319)
14.2 Core Values (p. 319)
14.2.1 Products and Services (p. 320)
14.2.2 Core Technology and Know-How (p. 321)
14.2.3 Sales and Distribution System (p. 322)
14.3 Systems Architecture (p. 323)
14.3.1 Desired Characteristics (p. 323)
14.3.2 A Multidimensional Framework (p. 323)
14.4 Markets (p. 324)
14.4.1 Regional Units (p. 324)
14.4.2 Area Units (p. 326)
14.5 Output Units (p. 326)
14.6 Components (p. 327)
14.7 Inputs (p. 328)
14.7.1 The Technology (p. 328)
14.7.2 Operational Support (Process Design) (p. 329)
14.7.3 Management Support Services (p. 330)
14.8 Business Processes (p. 330)
14.8.1 Decision System (p. 330)
14.8.2 Performance Measurement and Reward System (p. 331)
14.8.3 Target Costing and Variable Budgeting System (p. 331)
Author Biography (p. 333)
Conclusion (p. 335)
Referencesp339
Index (p. 343)

Author notes provided by Syndetics

Jamshid Gharajedaghi, Managing Partner of Interact, The Institute for Interactive Management, has more than thirty-five years of experience with the practice of systems methodology in design and the development of business architecture, planning, learning and control systems. He was formerly the Director of Research and Adjunct Professor of Systems Sciences at the Wharton School, University of Pennsylvania.

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