Abstract
Each of the five systems approaches discussed in this volume: system dynamics (SD), the viable systems model (VSM), strategic options development and analysis (SODA), soft systems methodology (SSM) and critical systems heuristics (CSH) has a pedigree. Not in the sense of the sometimes absurd spectacle of animals paraded at dog shows. Rather, their pedigree derives from their systems foundations, their capacity to evolve and their flexibility in use. None of the five approaches has developed out of use in restricted and controlled contexts of either low or high levels of complicatedness. Neither has any one of them evolved as a consequence of being applied only to situations with either presumed stakeholder agreement on purpose, or courteous disagreement amongst stakeholders, or stakeholder coercion. The compilation is not a celebration of abstract ‘methodologies’, but of theoretically robust approaches that have a genuine pedigree in practice.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Bateson, M.C. (2004). Willing to Learn: Passages of Personal Discovery. Hanover, NH: Steerforth Press.
Checkland, P. B. (1981). Systems Thinking Systems Practice. Chichester: John Wiley.
Habermas, J. (1984/87), The Theory of Communicative Action, 2 Volumes, Cambridge, UK: Polity Press.
Lane, D. (2000). Should System Dynamics be Described as a ‘Hard’ or ‘Deterministic’ Systems Approach? Systems Research and Behavioural Science 17(1): 3-22.
Lea, W., Uttley, P., and Vasconcelos, A. C. (1998) “Mistakes, misjudgements and mischances: Using SSM to understand the Hillsborough disaster” International Journal of Information Management, 18(5): 345-357.
Peirce, C.S. (1878), “How to make our ideas clear”. Popular Science Monthly, 12 (January); 386-402
Pidd, M., Ed. (2004). Systems Modelling: Theory and Practice. Chicheter: Wiley.
Ramage, M. & Shipp, K. (2009) Systems Thinkers. London: Springer and The Open University Press.
Reynolds, M. (2008a). Getting a grip: a critical systems framework for corporate responsibility. Systems Research and Behavioural Science 25(3): 383-395.
Reynolds, M. (2008b). Reframing expert support for development management. Journal of International Development 20: 768-782.
Rosenhead, J. and J. Mingers, Eds. (2001). Rational Analysis for Problematic World Revisited. Chichester, John Wiley & Sons.
Schön, D. (1984). The reflective practitioner: how professionals think in action. Aldershot, UK: Ashgate.
Ulrich, W. (2000). Reflective Practice in the Civil Society: the contribution of critically systemic thinking. Reflective Practice 1(2): 247-268.
Vickers, G. (1987). Essays of Sir Geoffrey Vickers. Policymaking, Communication and Social Learning. G. B. Adams, J. Forester and B. L. Catron (Eds). New Brunswick, NJ: Transaction Books.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2010 Springer-Verlag London
About this chapter
Cite this chapter
Reynolds, M., Holwell, S. (2010). Epilogue: Systems Approaches and Systems Practice. In: Reynolds, M., Holwell, S. (eds) Systems Approaches to Managing Change: A Practical Guide. Springer, London. https://doi.org/10.1007/978-1-84882-809-4_7
Download citation
DOI: https://doi.org/10.1007/978-1-84882-809-4_7
Published:
Publisher Name: Springer, London
Print ISBN: 978-1-84882-808-7
Online ISBN: 978-1-84882-809-4
eBook Packages: Computer ScienceComputer Science (R0)