These sources examine the multifaceted nature of systems thinking, complexity, and decision-making through a blend of academic theory and narrative reflection. They contrast systematic, rule-based approaches with systemic frameworks that embrace messy, interconnected realities and the necessity of iterative diagnosis. Practical tools like multiple-cause diagrams, influence maps, and linear programming are presented as ways to model and comprehend intricate organisational challenges. The texts also highlight the critical role of the observer’s perspective, emphasizing how personal presuppositions and mental models shape our understanding of a situation. Beyond technical application, the literature explores the philosophical dimensions of experience and quality, suggesting that true insight often requires reflective practice and an appreciation for the relationships between entities. Ultimately, the collection argues that managing complexity effectively requires moving past rigid planning toward adaptive creativity and epistemological awareness.
Sources
• A Guided Tour of Diagramming Techniques[1] • Diagrams as an Aid to Thinking and Learning (Revision 1992, ISBN 1 85396 088 8)[2][3] • From Technology Push to Organisational Pull: The Challenge of Managing Change and IS/IT Strategies in The 90’s[4] • problem solving in small groups (Tackling Strategic Problems)[5][6] • Systems Thinking for Managing Change (Second Edition 1991)[7] • Managing complexity: a systems approach – introduction (OpenLearn, https://www.open.edu/openlearn/free-courses/full-catalogue)\[8\]\[9\] • OU Appendix C - Some Perspectives on Complexity[10] • Methods of inquiry: conversations and interviews (NHS Leadership Academy, http://www.leadershipacademy.nhs.uk)\[11\] • Smart Management (Open University B718, http://www.open.ac.uk)\[12\] • T306 Managing Complexity: A systems approach – Block 1: Juggling with complexity: Searching for system (Second Edition 2004, ISBN 0 7492 5824 1)[13] • T306_4 Systems practice: managing sustainability – The Inquiring Process which is SSM (2010)[16] • T301 Block I Introduction Workbook: Complexity, Management and Change: Applying a Systems Approach (Edition 2.2, ISBN 0 7492 6186 2)[17][18] • T301 Block II Systems Paradigms: A Systems Approach to Failures (Edition 2.2, ISBN 0 7492 6187 0)[19][20] • T301 Block III The Hard Systems Approach: Systems Models (Edition 2.2, ISBN 0 7492 6188 9)[21][22] • T301 Block III The Hard Systems Approach: Case Studies in Hard Systems Analysis (ISBN 0 335 17175 3)[23][24] • T301 Block IV The Soft Systems Approach: Soft Systems Analysis: An Introductory Guide (ISBN 0 335 17170 2)[25][26] • T301 Block V Comparing Systems Approaches (ISBN 0 335 17177 X)[27][28] • T301 Block VI Project Guide (Edition 3.2, ISBN 0 7492 6190 0)[29][30] • T301 Block VII Conclusion (ISBN 0 335 17179 6)[31][32] • Creativity and Perception in Management (SAGE Publications/The Open University 2001, ISBN 0 7619 6825 3, http://oubs.open.ac.uk)\[33\]\[34\] • Managing Problems Creatively (Open University B822 Book 2, Second Edition 2000, ISBN 0 7492 9579 1, http://oubs.open.ac.uk)\[35\]\[36\] • Introduction to Cybersemiotics: A Transdisciplinary Perspective (Biosemiotics Volume 21, ISBN 978-3-030-52745-7, DOI 10.1007/978-3-030-52746-4, http://www.springer.com/series/7710)\[37\]\[38\] • Decision Support Systems: Experiences and Expectations (IFIP Transactions A-9, 1992, ISBN 0 444 89673 2)[39][40] • Planning and Managing Change: A Reader (Harper & Row/The Open University 1986, ISBN 0-06-318359-5)[41][42] • T306 Block 4 Managing sustainable development: learning with other stakeholders (ISBN 0 7492 5824 1)[45]