Critical Systems Thinking and the Management of Complexity

Type F Systems Approaches for Coercive Complexity

In general, it always comes back to not having gone as far as possible in my radicalism. Naturally, in the course of my life I have made lots of mistakes, large and small, for one reason or another, but at the heart of it all, every time I made a mistake it was because I was not radical enough ¶

(Sartre 1975).

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There are some systems approaches that can play a role in addressing the complexity that arises from “coercion” in organizations and society. Coercion is closely associated with the exercise of power, which can operate to ensure some individuals or groups have the capacity to control the behavior of others and benefit as a result. Power can be overt or operate in very subtle ways. It can be so overwhelming that it temporarily disguises the existence of different interests. Power is ubiquitous and can have beneficial (getting things done) as well as harmful outcomes. We become concerned when it results in structured inequalities and some groups consistently gaining at the expense of others. An important purpose of Type F systems approaches is to contribute to fairness by guaranteeing that those who are potentially or actually disadvantaged by coercion have a say in decisions and, if necessary, by working on their behalf. Improvement can only occur, it is argued, if decision‐makers pay attention to the consequences of their actions for those affected, full and open participation takes place, and discrimination and ...