Systems Thinking Managing Chaos and Complexity 3rd Edition by Jamshid Gharajedaghi – Ebook PDF Instant Download/Delivery: 0123859166, 9780123859150
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ISBN 10: 0123859166
ISBN 13: 9780123859150
Author: Jamshid Gharajedaghi
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.
Systems Thinking Managing Chaos and Complexity 3rd Table of contents:
Part One: System Philosophy: The Name of the Devil
Chapter 1: How the GameIs Evolving
1.1 Imitation
1.2 Inertia
1.3 Suboptimization
1.4 Change of the game
1.5 Shift of paradigm
1.6 Interdependency and choice
1.6.1 On the Nature of Organization: The First Paradigm Shift
1.7 On the nature of inquiry
1.7.1 The Second Paradigm Shift
1.8 The competitive games
1.8.1 Mass Production — Interchangeability of Parts and Labor
1.8.2 Divisional Structure — Managing Growth and Diversity
1.8.3 Participative Management
1.8.4 Operations Research — Joint Optimization
1.8.5 Lean Production System — Flexibility and Control
1.8.6 Interactive Management — Design Approach
Part Two: Systems Theory: The Nature of the Beast
Chapter 2: Systems Principles
2.1 Openness
2.2 Purposefulness
2.2.1 Recap
2.3 Multidimensionality
2.3.1 Plurality of Function, Structure, and Process
2.3.2 Recap
2.4 Emergent Property
2.4.1 Recap
2.5 Counterintuitive Behavior
2.5.1 Recap
Chapter 3: Sociocultural System
3.1 Self-organizatioN: movement toward a Łpredefined order
3.2 Information-bonded systems
3.3 Culture
3.4 Social learning
3.5 Culture as an operating system
Chapter 4: Development
4.1 Schematic view of theoretical traditions
4.2 Systems view of development
4.3 Obstruction to development
4.3.1 Alienation
4.3.2 Polarization
4.3.3 Corruption
4.3.4 Terrorism
4.3.5 Recap
Part Three: Systems Methodology: The Logic of the Madness
Chapter 5: Holistic Thinking
5.1 Iterative process of inquiry
5.2 Systems dimensions
5.2.1 Generation and Dissemination of Wealth
5.2.2 Generation and Dissemination of Power ( Centralization and Decentralization Happen at the Sam
5.2.3 Generation and Dissemination of Beauty: Social Integration
5.2.4 Generation and Dissemination of Knowledge
5.2.5 Generation and Dissemination of the Value: Conflict Management
Chapter 6: Operational Thinking: Dynamic Systems: Dealingwith Chaos and Complexity
6.1 Complexity
6.1.1 Open Loop and Closed Loop Systems
6.1.2 Linear and Nonlinear Systems
6.2 Operational thinking, the iThink language
6.2.1 Connectors
6.2.2 Modeling Interdependency
6.3 Dynamics of throughput systems
6.3.1 Critical Properties of the Process
6.3.2 Model of the Process
6.3.3 Measurement and Learning
Chapter 7: Design Thinking
7.1 Design thinking, as the systems methodology
7.2 Operating principles of design thinking
7.3 Modular design
7.4 Design and process of social change
7.5 Interactive design
7.5.1 Idealization
7.5.2 Realization — Successive Approximation
7.5.3 Dissolving the Second-Order Machine
7.6 Critical design elements
7.6.1 Measurement and Reward System (A Social Calculus)
7.6.2 Vertical Compatibility
7.6.3 Horizontal Compatibility
7.6.4 Temporal Compatibility
7.6.5 Target Costing
Chapter 8: Formulating the Mess
8.1 Searching
8.1.1 Systems Analysis
8.1.2 Obstruction Analysis
8.1.3 System Dynamics
8.2 Mapping the Mess
8.3 Telling the Story
8.3.1 Formulating the Mess: A Case Review (Story of Utility Industry)
8.3.2 Success Changes the Game, Lack of Explicit Vision
8.3.3 Monopolistic, Cost Plus, Regulated Environment
8.3.4 The Non-Competitive Culture
8.3.5 The Input-Based Personnel Policy
8.3.6 Mediocrity, Tolerance of Incompetence
8.3.7 Structural Incompatibility
8.3.8 Uncertainty About the Future
8.4 The Present Mess
8.4.1 Drivers Defining the Behavior of the Present State of the Economy
8.4.2 How the Game Is Evolving
8.5 Current Crisis and Future Challenges
Chapter 9: Business Architecture
9.1 The system’s boundary and business environment
9.2 Purpose
9.3 Functions
9.4 Structure
9.4.1 Output Dimension
9.4.2 Input Dimension
9.4.3 Market Dimension
9.4.4 Internal Market Economy
9.5 Processes
9.5.1 Planning, Learning, and Control System
9.5.2 Measurement System
9.5.3 Recap
Part Four: Systems Practice: The Gutsy Few
Chapter 10: The Oneida Nation
10.1 Desired specifications
10.2 Systems architecture
10.3 Governance
10.3.1 Governing Body
10.3.2 Chief of Staff
10.3.3 Planning, Learning, and Control System
10.3.4 Planning, Learning, and Control Board
10.4 Membership systems
10.4.1 Empowerment
10.4.2 The Tie That Bonds
10.4.3 Membership Network
10.4.4 Consensus-Building Process
10.4.5 Back to the Future
10.4.6 Performance Criteria and Measures
10.5 Learning systems
10.5.1 Learning to Learn (Formal Education)
10.5.2 Learning to Be (Cultural Education)
10.5.3 Learning to Do (Professional Education)
10.5.4 Support Functions
10.5.5 Advocacy Functions
10.5.6 Oneida Multiversity
10.5.7 Performance Criteria and Measures
10.6 Business systems
10.6.1 Services Sector
10.6.2 Industry Sector
10.6.3 Leisure Sector
10.6.4 Land and Agriculture Sector
10.6.5 Marketing Sector
10.6.6 Governance and Intersystem Relationships
10.7 Core services
10.7.1 Government Services Division
10.7.2 Infrastructure Development Division
10.7.3 Ordinance Division
10.7.4 Performance Criteria and Measures
10.7.5 Governance and Oversight
10.8 External environment
10.9 Judicial system
10.9.1 Contextual Analysis
10.9.2 Contextual Challenge
10.9.3 Democratic Challenge
Chapter 11: Butterworth Health System
11.1 Issues, concerns, and expectations
11.2 Design specifications
11.3 The Architecture
11.4 Market dimension
11.4.1 Market Access
11.5 Care System
11.5.1 Contextual Background
11.5.2 Desired Specifications
11.5.3 Common Features
11.5.4 Preventive Care
11.5.5 Interventional Care
11.5.6 Viability Care
11.5.7 Terminal Care
11.6 Output dimension
11.6.1 Alternative One: Traditional Functional Structure
11.6.2 Alternative Two: Modular Structure
11.6.3 Health Delivery System Design: The Makeup
11.6.4 Community-Based Health Delivery System
11.6.5 Specialized Health Delivery System
11.6.6 Shared Services
11.7 Core knowledge
11.8 Shared services
11.8.1 Need for Centralization
11.8.2 Control Versus Service
11.8.3 Customer Orientation
11.9 Health delivery system, core knowledge, and care system interactions
11.10 The executive office
11.11 Recap
Chapter 12: The Marriott Corporation
12.1 The environment: how the game is evolving
12.1.1 Bases for Competition
12.2 Purpose
12.2.1 Principles and Desired Characteristics
12.2.2 Mission
12.3 The architecture
12.3.1 Product/Market Mix
12.3.2 Region/Market Operation
12.3.3 Brand Management
12.3.4 Core Components
12.3.5 Core Knowledge
12.3.6 Critical Processes
12.4 Recap
Chapter 13: Commonwealth Energy System
13.1 Stakeholders’ Expectations
13.1.1 Shareholders’ Expectations
13.1.2 Regulators’ Expectations
13.1.3 Employees’ Expectations
13.1.4 Customers’ Expectations
13.1.5 Suppliers’ Expectations
13.1.6 Public’s Expectations
13.2 Business Environment
13.2.1 The Changing Game: The Energy Industry
13.2.2 The Changing Game: COM/Energy
13.3 Design
13.3.1 Purpose and Strategic Intent
13.3.2 Core Values and Desired Specifications
13.4 General Architecture
13.5 Core Business Units: Gas and Electricity Distribution
13.5.1 Customer-Oriented Business Units: Energy ŁSupply Systems and Management Services
13.5.2 Cogeneration and Packages of Energy ŁSupply (Industrial and Commercial)
13.5.3 Energy Efficiency and Electrotechnologies (Residential and Commercial)
13.6 Technology/Supply-Oriented Business Units: Energy Generation and Supply
13.6.1 Energy Generation (Canal)
13.6.2 Gas Storage (LNG)
13.6.3 Steam Services
13.7 Energy Brokerage and International Operations
13.7.1 Energy Brokerage
13.7.2 International Operations
13.8 Shared Services (Performance Centers)
13.8.1 Service Company
13.8.2 Financial Systems
13.9 Executive Office
13.9.1 Core Knowledge Pool
13.9.2 Learning and Control System
Chapter 14: Carrier Corporation
14.1 Expectations, assumptions, and specifications
14.1.1 The Changing Game: In General
14.1.2 The Changing Game: The HVAC Industry
14.1.3 Drivers for Change
14.1.4 Bases for Competition
14.2 Core Values
14.2.1 Products and Services
14.2.2 Core Technology and Know-How
14.2.3 Sales and Distribution System
14.3 Systems Architecture
14.3.1 Desired Characteristics
14.3.2 A Multidimensional Framework
14.4 Markets
14.4.1 Regional Units
14.4.2 Area Units
14.5 Output units
14.6 Components
14.7 Inputs
14.7.1 The Technology
14.7.2 Operational Support (Process Design)
14.7.3 Management Support Services
14.8 Business Processes
14.8.1 Decision System
14.8.2 Performance Measurement and Reward System
14.8.3 Target Costing and Variable Budgeting System
Author Biography
Conclusion
References
Index
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Tags: Jamshid Gharajedaghi, Systems Thinking, Managing Chaos
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