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E-grāmata: Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture

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(President and CEO, InteractDesign, Bryn Mawr, Pennsylvania)
  • Formāts: EPUB+DRM
  • Izdošanas datums: 09-Aug-2011
  • Izdevniecība: Morgan Kaufmann Publishers In
  • Valoda: eng
  • ISBN-13: 9780123859167
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Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business ArchitecturePalielināt
  • Formāts: EPUB+DRM
  • Izdošanas datums: 09-Aug-2011
  • Izdevniecība: Morgan Kaufmann Publishers In
  • Valoda: eng
  • ISBN-13: 9780123859167
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This volume on business management explores the development of complex systems and advocates for iterative design principles as a foundational philosophy for dealing with complex, chaotic systems. The volume discusses system theory and changes to traditional paradigms in light of emerging technologies and business methodologies and explores case studies from industry leaders that showcase these systems philosophies. Gharajedaghi is a managing partner in a business architecture and systems design consulting firm. Annotation ©2011 Book News, Inc., Portland, OR (booknews.com)

In a global market economy, a viable business cannot be locked into a single form or function anymore. Rather, success is contingent upon a self-renewing capacity to spontaneously create structures, functions, and processes responsive to a fluctuating business landscape. Now in its third edition, Systems Thinking synthesizes systems theory and interactive design, providing an operational methodology for defining problems and designing solutions in an environment increasingly characterized by chaos and complexity.

The current edition has been updated to include all new chapters on self-organizing systems, Holistic, Operational, and Design thinking. Gharajedaghi covers recent crises in financial systems and job markets, the housing bubble, and environment, assessing their impact on systems thinking. A companion website to accompany the book is available at www.interactdesign.com.

  • 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

Recenzijas

"Einstein once wrote, "Without changing our pattern of thought, we will not be able to solve the problems we created with our current patterns of thought." Jamshid develops a pattern of thought that will yield solutions to those problems." --Russell Ackoff, Professor Emeritus, The Wharton School, University of Pennsylvania

"Gharajedaghi challenged us to think backwards from an ideal competitive position instead of forwards from our existing position with all its constraints. The result was bolder thinking about change. Jamshid forces a realistic assessment of a companys strengths and weaknesses, an idealistic view of what it could be, and creates the path from point A to point B." --Bill Tiefel, President, Marriott Lodging

"Gharajedaghi was perfect! He had passion and brilliance. He could challenge our traditional thinking and make us see our actions and opportunities from a different perspective." --William G. Poist, President and CEO, Commonwealth Energy System

"This volume on business management explores the development of complex systems and advocates for iterative design principles as a foundational philosophy for dealing with complex, chaotic systems. The volume discusses system theory and changes to traditional paradigms in light of emerging technologies and business methodologies and explores case studies from industry leaders that showcase these systems philosophies." --SciTech Book News

Papildus informācija

A viral bestseller on developing systems methodologies for optimal organizational efficacy, now featuring the hot topic of design thinking
Foreword to the Third Edition xi
Foreword to the Second Edition xvii
Preface xix
Acknowledgment xxi
PART 1 System Philosophy: The Name of the Devil
Chapter 1 How the Game Is Evolving
3(26)
1.1 Imitation
4(1)
1.2 Inertia
5(1)
1.3 Suboptimization
6(1)
1.4 Change of the Game
6(2)
1.5 Shift of Paradigm
8(1)
1.6 Interdependency and Choice
9(4)
1.6.1 On the Nature of Organization: The First Paradigm Shift
9(4)
1.7 On the Nature of Inquiry
13(4)
1.7.1 The Second Paradigm Shift
13(4)
1.8 The Competitive Games
17(12)
1.8.1 Mass Production --- Interchangeability of Parts and Labor
17(1)
1.8.2 Divisional Structure --- Managing Growth and Diversity
18(2)
1.8.3 Participative Management
20(1)
1.8.4 Operations Research --- Joint Optimization
21(1)
1.8.5 Lean Production System --- Flexibility and Control
22(1)
1.8.6 Interactive Management --- Design Approach
22(7)
PART 2 Systems Theory: The Nature of the Beast
Chapter 2 Systems Principles
29(28)
2.1 Openness
29(4)
2.2 Purposefulness
33(5)
2.2.1 Recap
37(1)
2.3 Multidimensionality
38(7)
2.3.1 Plurality of Function, Structure, and Process
42(2)
2.3.2 Recap
44(1)
2.4 Emergent Property
45(3)
2.4.1 Recap
47(1)
2.5 Counterintuitive Behavior
48(9)
2.5.1 Recap
54(3)
Chapter 3 Sociocultural System
57(12)
3.1 Self-Organization: Movement Toward a Predefined Order
57(2)
3.2 Information-Bonded Systems
59(1)
3.3 Culture
60(2)
3.4 Social Learning
62(2)
3.5 Culture as an Operating System
64(5)
Chapter 4 Development
69(20)
4.1 Schematic View of Theoretical Traditions
70(3)
4.2 Systems View of Development
73(4)
4.3 Obstruction to Development
77(12)
4.3.1 Alienation
78(1)
4.3.2 Polarization
79(2)
4.3.3 Corruption
81(1)
4.3.4 Terrorism
82(3)
4.3.5 Recap
85(4)
PART 3 Systems Methodology: The Logic of the Madness
Chapter 5 Holistic Thinking
89(20)
5.1 Iterative Process of Inquiry
89(4)
5.2 Systems Dimensions
93(16)
5.2.1 Generation and Dissemination of Wealth
96(1)
5.2.2 Generation and Dissemination of Power (Centralization and Decentralization Happen at the Same Time)
97(4)
5.2.3 Generation and Dissemination of Beauty: Social Integration
101(2)
5.2.4 Generation and Dissemination of Knowledge
103(1)
5.2.5 Generation and Dissemination of the Value: Conflict Management
104(5)
Chapter 6 Operational Thinking
109(24)
6.1 Complexity
110(9)
6.1.1 Open Loop or Closed Loop Systems
111(1)
6.1.2 Linear or Nonlinear Systems
111(8)
6.2 Operational Thinking, the iThink Language
119(5)
6.2.1 Connectors
120(1)
6.2.2 Modeling Interdependency
121(3)
6.3 Dynamics of Throughput Systems
124(9)
6.3.1 Critical Properties of the Process
126(1)
6.3.2 Model of the Process
126(4)
6.3.3 Measurement and Learning
130(3)
Chapter 7 Design Thinking
133(26)
7.1 Design Thinking, as the Systems Methodology
134(3)
7.2 Operating Principles of Design Thinking
137(1)
7.3 Modular Design
138(3)
7.4 Design and Process of Social Change
141(1)
7.5 Interactive Design
142(8)
7.5.1 Idealization
144(3)
7.5.2 Realization --- Successive Approximation
147(3)
7.5.3 Dissolving the Second-Order Machine
150(1)
7.6 Critical Design Elements
150(9)
7.6.1 Measurement and Reward System (A Social Calculus)
150(1)
7.6.2 Vertical Compatibility
151(2)
7.6.3 Horizontal Compatibility
153(2)
7.6.4 Temporal Compatibility
155(1)
7.6.5 Target Costing
156(3)
Chapter 8 Formulating the Mess
159(22)
8.1 Searching
160(3)
8.1.1 Systems Analysis
161(1)
8.1.2 Obstruction Analysis
161(1)
8.1.3 System Dynamics
161(2)
8.2 Mapping the Mess
163(3)
8.3 Telling the Story
166(11)
8.3.1 Formulating the Mess: A Case Review (Story of Utility Industry)
166(3)
8.3.2 Success Changes the Game, Lack of Explicit Vision
169(1)
8.3.3 Monopolistic, Cost Plus, Regulated Environment
170(1)
8.3.4 The Non-Competitive Culture
171(1)
8.3.5 The Input-Based Personnel Policy
172(1)
8.3.6 Mediocrity, Tolerance of Incompetence
173(1)
8.3.7 Structural Incompatibility
174(2)
8.3.8 Uncertainty About the Future
176(1)
8.4 The Present Mess
177(1)
8.4.1 Drivers Defining the Behavior of the Present State of the Economy
177(1)
8.4.2 How the Game Is Evolving
177(1)
8.5 Current Crisis and Future Challenges
178(3)
Chapter 9 Business Architecture
181(30)
9.1 The System's Boundary and Business Environment
182(2)
9.2 Purpose
184(5)
9.3 Functions
189(1)
9.4 Structure
190(11)
9.4.1 Output Dimension
192(2)
9.4.2 Input Dimension
194(2)
9.4.3 Market Dimension
196(1)
9.4.4 Internal Market Economy
197(4)
9.5 Processes
201(10)
9.5.1 Planning, Learning, and Control System
202(1)
9.5.2 Measurement System
202(5)
9.5.3 Recap
207(4)
PART 4 Systems Practice: The Gutsy Few
Chapter 10 The Oneida Nation
211(34)
10.1 Desired Specifications
211(2)
10.2 Systems Architecture
213(1)
10.3 Governance
214(4)
10.3.1 Governing Body
215(1)
10.3.2 Chief of Staff
215(1)
10.3.3 Planning, Learning, and Control System
216(1)
10.3.4 Planning, Learning, and Control Board
217(1)
10.4 Membership Systems
218(8)
10.4.1 Empowerment
218(1)
10.4.2 The Tie That Bonds
219(1)
10.4.3 Membership Network
220(1)
10.4.4 Consensus-Building Process
221(3)
10.4.5 Back to the Future
224(1)
10.4.6 Performance Criteria and Measures
225(1)
10.5 Learning Systems
226(7)
10.5.1 Learning to Learn (Formal Education)
227(1)
10.5.2 Learning to Be (Cultural Education)
228(1)
10.5.3 Learning to Do (Professional Education)
229(1)
10.5.4 Support Functions
229(1)
10.5.5 Advocacy Functions
230(1)
10.5.6 Oneida Multiversity
230(2)
10.5.7 Performance Criteria and Measures
232(1)
10.6 Business Systems
233(4)
10.6.1 Services Sector
234(1)
10.6.2 Industry Sector
235(1)
10.6.3 Leisure Sector
235(1)
10.6.4 Land and Agriculture Sector
235(1)
10.6.5 Marketing Sector
236(1)
10.6.6 Governance and Intersystem Relationships
236(1)
10.7 Core Services
237(2)
10.7.1 Government Services Division
237(1)
10.7.2 Infrastructure Development Division
238(1)
10.7.3 Ordinance Division
238(1)
10.7.4 Performance Criteria and Measures
238(1)
10.7.5 Governance and Oversight
238(1)
10.8 External Environment
239(1)
10.9 Judicial System
240(5)
10.9.1 Contextual Analysis
240(1)
10.9.2 Contextual Challenge
241(1)
10.9.3 Democratic Challenge
242(3)
Chapter 11 Butterworth Health System
245(36)
11.1 Issues, Concerns, and Expectations
246(2)
11.2 Design Specifications
248(1)
11.3 The Architecture
249(1)
11.4 Market Dimension
250(1)
11.4.1 Market Access
250(1)
11.5 Care System
251(7)
11.5.1 Contextual Background
251(1)
11.5.2 Desired Specifications
252(1)
11.5.3 Common Features
253(2)
11.5.4 Preventive Care
255(1)
11.5.5 Interventional Care
256(1)
11.5.6 Viability Care
257(1)
11.5.7 Terminal Care
258(1)
11.6 Output Dimension
258(7)
11.6.1 Alternative One: Traditional Functional Structure
259(1)
11.6.2 Alternative Two: Modular Structure
259(2)
11.6.3 Health Delivery System Design: The Makeup
261(1)
11.6.4 Community-Based Health Delivery System
261(2)
11.6.5 Specialized Health Delivery System
263(1)
11.6.6 Shared Services
264(1)
11.7 Core Knowledge
265(5)
11.8 Shared Services
270(3)
11.8.1 Need for Centralization
270(1)
11.8.2 Control Versus Service
271(1)
11.8.3 Customer Orientation
272(1)
11.9 Health Delivery System, Core Knowledge, and Care System Interactions
273(4)
11.10 The Executive Office
277(1)
11.11 Recap
278(3)
Chapter 12 The Marriott Corporation
281(10)
12.1 The Environment: How the Game Is Evolving
282(1)
12.1.1 Bases for Competition
282(1)
12.2 Purpose
282(1)
12.2.1 Principles and Desired Characteristics
282(1)
12.2.2 Mission
283(1)
12.3 The Architecture
283(6)
12.3.1 Product/Market Mix
285(1)
12.3.2 Region/Market Operation
285(1)
12.3.3 Brand Management
286(1)
12.3.4 Core Components
287(1)
12.3.5 Core Knowledge
287(1)
12.3.6 Critical Processes
288(1)
12.4 Recap
289(2)
Chapter 13 Commonwealth Energy System
291(26)
13.1 Stakeholders' Expectations
292(2)
13.1.1 Shareholders' Expectations
292(1)
13.1.2 Regulators' Expectations
293(1)
13.1.3 Employees' Expectations
293(1)
13.1.4 Customers' Expectations
293(1)
13.1.5 Suppliers' Expectations
294(1)
13.1.6 Public's Expectations
294(1)
13.2 Business Environment
294(2)
13.2.1 The Changing Game: The Energy Industry
294(2)
13.2.2 The Changing Game: COM/Energy
296(1)
13.3 Design
296(3)
13.3.1 Purpose and Strategic Intent
297(1)
13.3.2 Core Values and Desired Specifications
298(1)
13.4 General Architecture
299(2)
13.5 Core Business Units: Gas and Electricity Distribution
301(4)
13.5.1 Customer-Oriented Business Units: Energy Supply Systems and Management Services
302(1)
13.5.2 Cogeneration and Packages of Energy Supply (Industrial and Commercial)
302(2)
13.5.3 Energy Efficiency and Electrotechnologies (Residential and Commercial)
304(1)
13.6 Technology/Supply-Oriented Business Units: Energy Generation and Supply
305(2)
13.6.1 Energy Generation (Canal)
306(1)
13.6.2 Gas Storage (LNG)
307(1)
13.6.3 Steam Services
307(1)
13.7 Energy Brokerage and International Operations
307(2)
13.7.1 Energy Brokerage
308(1)
13.7.2 International Operations
308(1)
13.8 Shared Services (Performance Centers)
309(2)
13.8.1 Service Company
310(1)
13.8.2 Financial Systems
311(1)
13.9 Executive Office
311(6)
13.9.1 Core Knowledge Pool
312(1)
13.9.2 Learning and Control System
313(4)
Chapter 14 Carrier Corporation
317(16)
14.1 Expectations, Assumptions, and Specifications
318(1)
14.1.1 The Changing Game: In General
318(1)
14.1.2 The Changing Game: The HVAC Industry
319(1)
14.1.3 Drivers for Change
319(1)
14.1.4 Bases for Competition
319(1)
14.2 Core Values
319(4)
14.2.1 Products and Services
320(1)
14.2.2 Core Technology and Know-How
321(1)
14.2.3 Sales and Distribution System
322(1)
14.3 Systems Architecture
323(1)
14.3.1 Desired Characteristics
323(1)
14.3.2 A Multidimensional Framework
323(1)
14.4 Markets
324(2)
14.4.1 Regional Units
324(2)
14.4.2 Area Units
326(1)
14.5 Output Units
326(1)
14.6 Components
327(1)
14.7 Inputs
328(2)
14.7.1 The Technology
328(1)
14.7.2 Operational Support (Process Design)
329(1)
14.7.3 Management Support Services
330(1)
14.8 Business Processes
330(3)
14.8.1 Decision System
330(1)
14.8.2 Performance Measurement and Reward System
331(1)
14.8.3 Target Costing and Variable Budgeting System
331(2)
Author Biography 333(2)
Conclusion 335(4)
References 339(4)
Index 343
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