Gharajedaghi Systems Thinking

Managing Chaos and Complexity: A Platform for Designing Business Architecture
3. Auflage 2011
ISBN: 978-0-12-385916-7
Verlag: Elsevier Science & Techn.
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 376 Seiten

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. - Four NEW chapters on self-organizing systems, holistic thinking, operational thinking, and design thinking - Covers the recent crises in financial systems and job markets globally, the housing bubble, and the environment, assessing their impact on systems thinking - Companion website to accompany the book is available at interactdesign.com

Autoren/Hrsg.

Gharajedaghi, Jamshid

Inhaltsverzeichnis

1;Front Cover;1
2;Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture;3
3;Copyright;5
4;Contents;6
5;Foreword to the Third Edition;12
6;Foreword to the Second Edition;18
7;Preface;20
8;Acknowledgment;22
9;Part One: System Philosophy: The Name of the Devil;24
9.1;Chapter 1: How the GameIs Evolving;26
9.1.1;1.1 Imitation;27
9.1.2;1.2 Inertia;28
9.1.3;1.3 Suboptimization;29
9.1.4;1.4 Change of the game;29
9.1.5;1.5 Shift of paradigm;31
9.1.6;1.6 Interdependency and choice;32
9.1.6.1;1.6.1 On the Nature of Organization: The First Paradigm Shift;32
9.1.7;1.7 On the nature of inquiry;36
9.1.7.1;1.7.1 The Second Paradigm Shift;36
9.1.8;1.8 The competitive games;40
9.1.8.1;1.8.1 Mass Production — Interchangeability of Parts and Labor;40
9.1.8.2;1.8.2 Divisional Structure — Managing Growth and Diversity;41
9.1.8.3;1.8.3 Participative Management;43
9.1.8.4;1.8.4 Operations Research — Joint Optimization;44
9.1.8.5;1.8.5 Lean Production System — Flexibility and Control;45
9.1.8.6;1.8.6 Interactive Management — Design Approach;45
10;Part Two: Systems Theory: The Nature of the Beast;48
10.1;Chapter 2: Systems Principles;52
10.1.1;2.1 Openness;52
10.1.2;2.2 Purposefulness;56
10.1.2.1;2.2.1 Recap;60
10.1.3;2.3 Multidimensionality;61
10.1.3.1;2.3.1 Plurality of Function, Structure, and Process;65
10.1.3.2;2.3.2 Recap;67
10.1.4;2.4 Emergent Property;68
10.1.4.1;2.4.1 Recap;70
10.1.5;2.5 Counterintuitive Behavior;71
10.1.5.1;2.5.1 Recap;77
10.2;Chapter 3: Sociocultural System;80
10.2.1;3.1 Self-organizatioN: movement toward a ?predefined order;80
10.2.2;3.2 Information-bonded systems;82
10.2.3;3.3 Culture;83
10.2.4;3.4 Social learning;85
10.2.5;3.5 Culture as an operating system;87
10.3;Chapter 4: Development;92
10.3.1;4.1 Schematic view of theoretical traditions;93
10.3.2;4.2 Systems view of development;96
10.3.3;4.3 Obstruction to development;100
10.3.3.1;4.3.1 Alienation;101
10.3.3.2;4.3.2 Polarization;102
10.3.3.3;4.3.3 Corruption;104
10.3.3.4;4.3.4 Terrorism;105
10.3.3.5;4.3.5 Recap;108
11;Part Three: Systems Methodology: The Logic of the Madness;110
11.1;Chapter 5: Holistic Thinking;112
11.1.1;5.1 Iterative process of inquiry;112
11.1.2;5.2 Systems dimensions;116
11.1.2.1;5.2.1 Generation and Dissemination of Wealth;119
11.1.2.2;5.2.2 Generation and Dissemination of Power ( Centralization and Decentralization Happen at the Same Time);120
11.1.2.3;5.2.3 Generation and Dissemination of Beauty: Social Integration;124
11.1.2.4;5.2.4 Generation and Dissemination of Knowledge;126
11.1.2.5;5.2.5 Generation and Dissemination of the Value: Conflict Management;127
11.2;Chapter 6: Operational Thinking: Dynamic Systems: Dealingwith Chaos and Complexity;132
11.2.1;6.1 Complexity;133
11.2.1.1;6.1.1 Open Loop and Closed Loop Systems;134
11.2.1.2;6.1.2 Linear and Nonlinear Systems;134
11.2.2;6.2 Operational thinking, the iThink language;142
11.2.2.1;6.2.1 Connectors;143
11.2.2.2;6.2.2 Modeling Interdependency;144
11.2.3;6.3 Dynamics of throughput systems;147
11.2.3.1;6.3.1 Critical Properties of the Process;149
11.2.3.2;6.3.2 Model of the Process;149
11.2.3.3;6.3.3 Measurement and Learning;153
11.3;Chapter 7: Design Thinking;156
11.3.1;7.1 Design thinking, as the systems methodology;157
11.3.2;7.2 Operating principles of design thinking;160
11.3.3;7.3 Modular design;161
11.3.4;7.4 Design and process of social change;164
11.3.5;7.5 Interactive design;165
11.3.5.1;7.5.1 Idealization;167
11.3.5.2;7.5.2 Realization — Successive Approximation;170
11.3.5.3;7.5.3 Dissolving the Second-Order Machine;173
11.3.6;7.6 Critical design elements;173
11.3.6.1;7.6.1 Measurement and Reward System (A Social Calculus);173
11.3.6.2;7.6.2 Vertical Compatibility;174
11.3.6.3;7.6.3 Horizontal Compatibility;176
11.3.6.4;7.6.4 Temporal Compatibility;178
11.3.6.5;7.6.5 Target Costing;179
11.4;Chapter 8: Formulating the Mess;182
11.4.1;8.1 Searching;183
11.4.1.1;8.1.1 Systems Analysis;184
11.4.1.2;8.1.2 Obstruction Analysis;184
11.4.1.3;8.1.3 System Dynamics;184
11.4.2;8.2 Mapping the Mess;186
11.4.3;8.3 Telling the Story;189
11.4.3.1;8.3.1 Formulating the Mess: A Case Review (Story of Utility Industry);189
11.4.3.2;8.3.2 Success Changes the Game, Lack of Explicit Vision;192
11.4.3.3;8.3.3 Monopolistic, Cost Plus, Regulated Environment;193
11.4.3.4;8.3.4 The Non-Competitive Culture;194
11.4.3.5;8.3.5 The Input-Based Personnel Policy;195
11.4.3.6;8.3.6 Mediocrity, Tolerance of Incompetence;196
11.4.3.7;8.3.7 Structural Incompatibility;197
11.4.3.8;8.3.8 Uncertainty About the Future;199
11.4.4;8.4 The Present Mess;200
11.4.4.1;8.4.1 Drivers Defining the Behavior of the Present State of the Economy;200
11.4.4.2;8.4.2 How the Game Is Evolving;200
11.4.5;8.5 Current Crisis and Future Challenges;201
11.5;Chapter 9: Business Architecture;204
11.5.1;9.1 The system's boundary and business environment;205
11.5.2;9.2 Purpose;207
11.5.3;9.3 Functions;212
11.5.4;9.4 Structure;213
11.5.4.1;9.4.1 Output Dimension;215
11.5.4.2;9.4.2 Input Dimension;217
11.5.4.3;9.4.3 Market Dimension;219
11.5.4.4;9.4.4 Internal Market Economy;220
11.5.5;9.5 Processes;224
11.5.5.1;9.5.1 Planning, Learning, and Control System;225
11.5.5.2;9.5.2 Measurement System;225
11.5.5.3;9.5.3 Recap;230
12;Part Four: Systems Practice: The Gutsy Few;232
12.1;Chapter 10: The Oneida Nation;234
12.1.1;10.1 Desired specifications;234
12.1.2;10.2 Systems architecture;236
12.1.3;10.3 Governance;237
12.1.3.1;10.3.1 Governing Body;238
12.1.3.2;10.3.2 Chief of Staff;238
12.1.3.3;10.3.3 Planning, Learning, and Control System;239
12.1.3.4;10.3.4 Planning, Learning, and Control Board;240
12.1.4;10.4 Membership systems;241
12.1.4.1;10.4.1 Empowerment;241
12.1.4.2;10.4.2 The Tie That Bonds;242
12.1.4.3;10.4.3 Membership Network;243
12.1.4.4;10.4.4 Consensus-Building Process;244
12.1.4.5;10.4.5 Back to the Future;247
12.1.4.6;10.4.6 Performance Criteria and Measures;248
12.1.5;10.5 Learning systems;249
12.1.5.1;10.5.1 Learning to Learn (Formal Education);250
12.1.5.2;10.5.2 Learning to Be (Cultural Education);251
12.1.5.3;10.5.3 Learning to Do (Professional Education);252
12.1.5.4;10.5.4 Support Functions;252
12.1.5.5;10.5.5 Advocacy Functions;253
12.1.5.6;10.5.6 Oneida Multiversity;253
12.1.5.7;10.5.7 Performance Criteria and Measures;255
12.1.6;10.6 Business systems;256
12.1.6.1;10.6.1 Services Sector;257
12.1.6.2;10.6.2 Industry Sector;258
12.1.6.3;10.6.3 Leisure Sector;258
12.1.6.4;10.6.4 Land and Agriculture Sector;258
12.1.6.5;10.6.5 Marketing Sector;259
12.1.6.6;10.6.6 Governance and Intersystem Relationships;259
12.1.7;10.7 Core services;260
12.1.7.1;10.7.1 Government Services Division;260
12.1.7.2;10.7.2 Infrastructure Development Division;261
12.1.7.3;10.7.3 Ordinance Division;261
12.1.7.4;10.7.4 Performance Criteria and Measures;261
12.1.7.5;10.7.5 Governance and Oversight;261
12.1.8;10.8 External environment;262
12.1.9;10.9 Judicial system;263
12.1.9.1;10.9.1 Contextual Analysis;263
12.1.9.2;10.9.2 Contextual Challenge;264
12.1.9.3;10.9.3 Democratic Challenge;265
12.2;Chapter 11: Butterworth Health System;268
12.2.1;11.1 Issues, concerns, and expectations;269
12.2.2;11.2 Design specifications;271
12.2.3;11.3 The Architecture;272
12.2.4;11.4 Market dimension;273
12.2.4.1;11.4.1 Market Access;273
12.2.5;11.5 Care System;274
12.2.5.1;11.5.1 Contextual Background;274
12.2.5.2;11.5.2 Desired Specifications;275
12.2.5.3;11.5.3 Common Features;276
12.2.5.4;11.5.4 Preventive Care;278
12.2.5.5;11.5.5 Interventional Care;279
12.2.5.6;11.5.6 Viability Care;280
12.2.5.7;11.5.7 Terminal Care;281
12.2.6;11.6 Output dimension;281
12.2.6.1;11.6.1 Alternative One: Traditional Functional Structure;282
12.2.6.2;11.6.2 Alternative Two: Modular Structure;282
12.2.6.3;11.6.3 Health Delivery System Design: The Makeup;284
12.2.6.4;11.6.4 Community-Based Health Delivery System;284
12.2.6.5;11.6.5 Specialized Health Delivery System;286
12.2.6.6;11.6.6 Shared Services;287
12.2.7;11.7 Core knowledge;288
12.2.8;11.8 Shared services;293
12.2.8.1;11.8.1 Need for Centralization;293
12.2.8.2;11.8.2 Control Versus Service;294
12.2.8.3;11.8.3 Customer Orientation;295
12.2.9;11.9 Health delivery system, core knowledge, and care system interactions;296
12.2.10;11.10 The executive office;300
12.2.11;11.11 Recap;301
12.3;Chapter 12: The Marriott Corporation;304
12.3.1;12.1 The environment: how the game is evolving;305
12.3.1.1;12.1.1 Bases for Competition;305
12.3.2;12.2 Purpose;305
12.3.2.1;12.2.1 Principles and Desired Characteristics;305
12.3.2.2;12.2.2 Mission;306
12.3.3;12.3 The architecture;306
12.3.3.1;12.3.1 Product/Market Mix;308
12.3.3.2;12.3.2 Region/Market Operation;308
12.3.3.3;12.3.3 Brand Management;309
12.3.3.4;12.3.4 Core Components;310
12.3.3.5;12.3.5 Core Knowledge;310
12.3.3.6;12.3.6 Critical Processes;311
12.3.4;12.4 Recap;312
12.4;Chapter 13: Commonwealth Energy System;314
12.4.1;13.1 Stakeholders' Expectations;315
12.4.1.1;13.1.1 Shareholders' Expectations;315
12.4.1.2;13.1.2 Regulators' Expectations;316
12.4.1.3;13.1.3 Employees' Expectations;316
12.4.1.4;13.1.4 Customers' Expectations;316
12.4.1.5;13.1.5 Suppliers' Expectations;317
12.4.1.6;13.1.6 Public's Expectations;317
12.4.2;13.2 Business Environment;317
12.4.2.1;13.2.1 The Changing Game: The Energy Industry;317
12.4.2.2;13.2.2 The Changing Game: COM/Energy;319
12.4.3;13.3 Design;319
12.4.3.1;13.3.1 Purpose and Strategic Intent;320
12.4.3.2;13.3.2 Core Values and Desired Specifications;321
12.4.4;13.4 General Architecture;322
12.4.5;13.5 Core Business Units: Gas and Electricity Distribution;324
12.4.5.1;13.5.1 Customer-Oriented Business Units: Energy ?Supply Systems and Management Services;325
12.4.5.2;13.5.2 Cogeneration and Packages of Energy ?Supply (Industrial and Commercial);325
12.4.5.3;13.5.3 Energy Efficiency and Electrotechnologies (Residential and Commercial);327
12.4.6;13.6 Technology/Supply-Oriented Business Units: Energy Generation and Supply;328
12.4.6.1;13.6.1 Energy Generation (Canal);329
12.4.6.2;13.6.2 Gas Storage (LNG);330
12.4.6.3;13.6.3 Steam Services;330
12.4.7;13.7 Energy Brokerage and International Operations;330
12.4.7.1;13.7.1 Energy Brokerage;331
12.4.7.2;13.7.2 International Operations;331
12.4.8;13.8 Shared Services (Performance Centers);332
12.4.8.1;13.8.1 Service Company;333
12.4.8.2;13.8.2 Financial Systems;334
12.4.9;13.9 Executive Office;334
12.4.9.1;13.9.1 Core Knowledge Pool;335
12.4.9.2;13.9.2 Learning and Control System;336
12.5;Chapter 14: Carrier Corporation;340
12.5.1;14.1 Expectations, assumptions, and specifications;341
12.5.1.1;14.1.1 The Changing Game: In General;341
12.5.1.2;14.1.2 The Changing Game: The HVAC Industry;342
12.5.1.3;14.1.3 Drivers for Change;342
12.5.1.4;14.1.4 Bases for Competition;342
12.5.2;14.2 Core Values;342
12.5.2.1;14.2.1 Products and Services;343
12.5.2.2;14.2.2 Core Technology and Know-How;344
12.5.2.3;14.2.3 Sales and Distribution System;345
12.5.3;14.3 Systems Architecture;346
12.5.3.1;14.3.1 Desired Characteristics;346
12.5.3.2;14.3.2 A Multidimensional Framework;346
12.5.4;14.4 Markets;347
12.5.4.1;14.4.1 Regional Units;347
12.5.4.2;14.4.2 Area Units;349
12.5.5;14.5 Output units;349
12.5.6;14.6 Components;350
12.5.7;14.7 Inputs;351
12.5.7.1;14.7.1 The Technology;351
12.5.7.2;14.7.2 Operational Support (Process Design);352
12.5.7.3;14.7.3 Management Support Services;353
12.5.8;14.8 Business Processes;353
12.5.8.1;14.8.1 Decision System;353
12.5.8.2;14.8.2 Performance Measurement and Reward System;354
12.5.8.3;14.8.3 Target Costing and Variable Budgeting System;354
13;Author Biography;356
14;Conclusion;358
15;References;362
16;Index;366