Systems Thinking

Too often, today's managers are sold simple solutions to complex problems. But as many soon discover, simplicity is rarely effective in the face of complexity, change and diversity.

Despite apparent promise, quick-fix panaceas fail because they are not holistic or creative enough. They focus on parts of the organisation rather than the whole, take little account of interaction, and pander to the notion that there is one best solution in all circumstances. As instances of such failure escalate, intelligent managers are increasingly seeking to improve results through Systems Thinking.

Whatever stage you are at in your study of Systems Thinking, this book will help. If you are new to the field, then it will serve as a solid introduction. If you are familiar with a few concepts but not with how they can be linked and used by managers, then it will give you a greater understanding of how holistic ideas developed and how to use them in practice.

And if you are expert in some approaches but not in others, then it will expand your knowledge and provide you with more choice. In all cases, you will achieve competency in creative holism, emerge better equipped to solve complex problems, and ultimately become a more effective Systems Thinking manager.