Reflections on Systems Theory and Systems Practice
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Reflections on Systems Theory and Systems Practice Lorraine Warren, Keith Ellis and Peter Adman This article will consider and discuss tue 'interfaces' between the academic dezelopment of Systems 'Tlzeort and Systems Practice at the orfanisatzonal ¡ere1. In particular the authors
for this lack of acceptance will now he explored, and we shall support this exploration with the argument
will adrocate the needjur further research into issues associated
assisted by using Systems Thinking within our O\V11
wi/li the tiansfar of theory into practjcal application that can produce sustainable change within 'irai world' oiganisations.
institutions in complex problem situations in an efThrt to 'practice what we preach'.
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Context
Contcmporary Systems Thinking has been associated with the development (I)f methodological
The lack of acceptance of Systems Thinking by practising managers was highlighted in a plenary address to the first Australian Systems Confèrence
that the importance of gaining credibility rail he
approaches for intervening, and bringing about improvement, in complex organisational problem
(Ellis, 19951)). It was 1)ointed out, during this address, that the UK Systems Society (UKSS Fourth
situations (Ellis, I 995a). In response to the problems
encountered after the second world war, the ongoing developmental work in Systems Thinking has been undertaken largely within academia, where there has been a pronounced siuft in emphasis from 'hard' to
International), which used Critical Issues in Systems
Theory and Practice
as
the conference theme,
attracted less than twenty practitioners out of a total delegate list of around 180. It was also pointed out that although the UKSS has a membership in excess of 250, only around 1 Oo of those members can be thought of as practitionersanci, they are generally not active in the management of the UKSS.
'soft' and 'critical' approaches. Systems Thinking offers such approaches to practising managers as
effective alternatives to the more recently developed 'management fads' such as Total Quality Management, Business Process Re-engineering and Benchmarking amongst others.
The authors have carried out a variety of consultancy assignments during the past three years and it has been during diese assignments that our concerns regarding the lack of penetration of Systems Thinking into the 'real world' of
The research work which has been carried out in the management sciences, particularly within the Systems Thinking movement, has been discussed by ,Jackson )1995). This discussion highlights the lack of underpinning theory associated with the SO called
organisations has developed. \Ve have taken the opportunity to ask prdiising míuiagers \\ liv they
'management fàds'. From this premise it can be argued that Systems 'Ihinking has more to oflèr
not using approaches based in Systems Thinking in their efforts to produce sustainable and effective change within their organisations. Some of the reasons put forward included: were
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