April 2019
Intermediate to advanced
728 pages
28h 12m
English
Content preview from Critical Systems Thinking and the Management of Complexity
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Type B Systems Approaches for Process Complexity
Most people imagine that the present style of management has always existed, and is a fixture. Actually, it is a modern invention – a prison created by the way in which people interact
(Deming 1994, p. 15)
Another form of systems thinking, which evinces a primary concern with process complexity, is introduced in Chapter 10. Process complexity arises when we have to put together a series of interdependent actions to achieve a purpose. The aim of systems thinking, in this context, is to tame complexity so that the process achieves the right things in terms of customer purpose and, by getting rid of “waste” in the system, is as efficient as possible. There are similarities with “hard systems thinking,” but the emphasis upon “actions” rather than “components” implies more engagement with the people involved. An excellent example is:
- The Vanguard Method
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