Environmental management in development : the evolution of paradigms

In the past quarter century, environmental management has increasingly become a concern of governments. More recently, the traditional split between developers and conservationists has begun to break down. Conceptions of what is economically and technologically practical, ecologically necessary, and politically feasible are rapidly changing. This report discusses the implications of five paradigms of environmental management in development. The author notes that the remedial legalistic approach of environmental management is breaking down. Instead, interest in the more economically integrated approach of resource management has recently taken hold. Several interdependent forces indicate that improving the economic management of pollution and resources may be a necessary but insufficient measure to create the conditions for sustainable development. The perception of tradeoffs between development and environmental quality persists in the present debate, but its necessity is greatly exaggerated, according to this paper. Finally, it is noted that paradigms may be impervious to evidence, and institutions and societies too difficult to change. Whether, when and how these issues are resolved may be modern civilization's most significant test.Environmental Economics&Policies,Agricultural Knowledge&Information Systems,Health Monitoring&Evaluation,Natural Resources Management,Agricultural Research

Critical thinking and systems thinking: towards a critical literacy for systems thinking in practice

About the book: In reflective problem solving and thoughtful decision making using critical thinking one considers evidence, the context of judgment, the relevant criteria for making the judgment well, the applicable methods or techniques for forming the judgment, and the applicable theoretical constructs for understanding the problem and the question at hand. In this book, the authors present topical research in the study of critical thinking. Topics discussed include developing critical thinking through probability models; the promotion of critical thinking skills through argument mapping; an instructional model for teacher training in critical thinking; advanced academic literacy and critical thinking and critical thinking and higher education

Soft OR and practice : the contribution of the founders of Operation Research

This paper explores the work of some 43 founders of operations research. In particular, it considers the links between soft operations research (OR) and these founders. Several of the founders were direct influencers of the soft OR proponents, whereas others related to the context, process, and content of soft OR. Coupled with the deductive and inductive reasoning approaches of soft OR, it is argued that soft OR is a legitimate branch of OR. The paper also focuses on the embeddedness of the founders, and the soft OR proponents, in practice and argues that, for academics, engagement with practice has been and will continue to be an important driver for the health and development of operations research

Against Theory: With Apologies to Feyerabend

This essay explores the fixation the field of information systems has with “theory” and my frustration with this focus, examining where this theory focus came from, why it has been so widely adopted, and how it has led to dysfunction. It also offers some recommended action items that the field can take to redirect its efforts in order to become more relevant, resilient, and resourceful. These actions include, broadening the aperture of what legitimate IS research should include, imploring journal editors to change the way “applied” research is handled, bringing back books as an accepted and valued publication outlet, and moving the field in the direction of engagement

Introducing systems approaches

Systems Approaches to Managing Change brings together five systems approaches to managing complex issues, each having a proven track record of over 25 years. The five approaches are: System Dynamics (SD) developed originally in the late 1950s by Jay Forrester Viable Systems Model (VSM) developed originally in the late 1960s by Stafford Beer Strategic Options Development and Analysis (SODA: with cognitive mapping) developed originally in the 1970s by Colin Eden Soft Systems Methodology (SSM) developed originally in the 1970s by Peter Checkland Critical Systems Heuristics (CSH) developed originally in the late 1970s by Werner Ulrich

Local Food Innovation in a World of Wicked Problems: The Pitfalls and the Potential

Food-oriented markets, such as food innovation districts (FIDs), have been touted as potential methods to address complex societal issues involving the environment, poverty, and health. On this front the Grand Rapids Downtown Market (DTM) was created in 2013, envisioned as a vibrant public space for local food, entrepreneurship, community health, and jobs. An innovative, collective response to the interconnected and urgent problems of poverty, access, health, diet, and environment, the DTM can serve as a case study through which the value and necessity of a wicked problems framework become apparent. Wicked problems literature demonstrates that collaborative and iterative processes are essential to effective and inclusive transformational change of food systems, while also emphasizing that there can be no final, ideal solution. On the other hand, as an FID intentionally located in a low-income neighborhood, the DTM has been subject to criticism about top-down, expensive, and exclusionary practices aimed at gentrification. In the end, this analysis suggests that while FIDs can address local problems resulting from dominant food systems and practices, they can also function as a gentrifying force. Efforts more directly aimed at bottom-up, participatory engagement are essential to making collectively systemic, equitable changes in current food systems and practices. Emphasizing the need for bridge institutions, we argue that it is essential to value actively a wider array of knowledge cultures

Chapter 1: Introducing systems approaches

The five approaches covered in Systems Approaches to Making Change – System Dynamics (SD) Viable Systems Model (VSM), Strategic Options Development and Analysis (SODA: with cognitive mapping), Soft Systems Methodology (SSM), and Critical Systems Heuristics (CSH) – are introduced. The rationale for their inclusion is described based on their (i) common historic emergence in dealing with complex situations of change and uncertainty, (ii) shared potential and actual constructivist use of the systems idea, and (iii) pedigree of adaptability and versatility of tools in working with other approaches to making change