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

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

Service Systems in Changing Paradigms: An Inquiry Through the Systems Sciences

For professionals at the beginning of the 21st century, much of the conventional wisdom on business management and engineering is founded in the 20th century industrial / manufacturing paradigm. In developed economies, however, the service sector now dominates the manufacturing sector, just as manufacturing prevailed over the agricultural sector after the industrial revolution.\ud This chapter proposes the development of a body of knowledge on services systems, based on foundations in the systems sciences. The approach includes the design of\ud the systems of inquiry, acknowledging that body of knowledge on 21st century service systems is relatively nascent. A program of action science is proposed, with an\ud emphasis on multiple realities and knowledge development through dialectic. The outcome pursued is an increased number of T-shaped people with depth and breadth\ud in service systems, in communities of inquiry of researchers and practitioners

Agile practices, collaboration and experience : an empirical study about the effect of experience in agile software development

Agile Software Development has been around for more than fifteen years and is now widespread. How does experience effect the application of agile methods in organizations and what are the implications on the individual and organizational culture? This paper presents in-depth analysis of the Swiss Agile Study 2014. Switzerland offers an illustrative microcosm of software development, with a range of industry domains and sizes, and well-educated and internationally aware professionals. The study included more than a hundred professionals and managers, contacted through professional and industry associations. The topics addressed included experience with Agile development, motivations for adopting it, barriers perceived, specific practices used, and specific benefits realized. Analysis of the data identified important trends and differences. Agile experience seems to be an important factor, which affects many aspects of practice and workplace culture. More troubling is that it appears stress and overwork may be common among Agile professionals. All these findings illustrate important differences between Agile processes as prescribed, and as actually practiced

The Rise and Fall of Autonomous Group Working in the British Coal Mining Industry

The group organization of work in the British coal mining industry brought to the workers involved significant levels of autonomy; the ability to define the social relations of work; high levels of control over the labor process; and a strong and lasting commitment - to the group. This autonomy was to survive a series of managerial attacks, in the form of changed payment systems and the introduction of new technologies, and was not finally lost until the imposition of full automation that included surveillance systems that made the labor process transparent.Peer reviewe