Managing complexity: A systems approach – introduction
Managing complexity: A systems approach – introduction

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Managing complexity: A systems approach – introduction

Acknowledgements

The following material is Proprietary and is used under licence:

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Edited version of a talk given by Peter Checkland to the OUSys Annual Conference 1997, reproduced by permission of Peter Checkland;

Box 6: Martin, D. and Rosenhead, J. ‘Stafford Beer: World leader in the development of operational research, who combined management systems with cybernetics’, The Guardian, 4 September, 2002. © Dick Martin and Jonathan Rosenhead.

Figure 3: Carter, R. (1998) Mapping the Mind, Weidenfeld and Nicolson;

Figure 19: Leunig, M. (1990) Ramming the Shears: A Collection of Drawings by Michael Leunig, Penguin Books Australia Ltd, with kind permission of the artist;

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Figure 32: Kolb, D.A., Rubin, I.M. and Osland, J. (1984) Organizational Behaviour: An Experiential Approach, 4th ed, Prentice-Hall, Inc;

Figure 38: Espejo, R. et al. (1996) Organizational Transformation and Learning: a Cybernetic Approach to Management. Copyright © 1996 John Wiley and Sons Ltd. Reproduced with permission;

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Table 5: Adapted from Rosenhead, J. (1989) Rational Analysis for a Problematic World: Problem Structuring Methods for Complexity, Uncertainty and Conflict. Copyright © by 1989 John Wiley and Sons Ltd. Adapted with permission;

Table 8: Checkland, P. B. (1985) ‘From optimizing to learning: A development of systems thinking for the 1990's’, Journal of the Operational Research Society, 36, Macmillan Publishers Ltd;

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Table C1: Checkland, P.B. (1993) Systems Thinking, Systems Practice. Copyright © 1993 John Wiley and Sons Ltd. Reproduced with permission.

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