Systems Thinking
The key constructs of systems thinking were constituted in the first half of the 20th century in fields such as psychology, ecology, organismal biology, and cybernetics (Capra 1997). They include: sub-systems/parts/wholes, environment/system/boundary, process/structure, emerging properties, hierarchy of organizations, negative and positive feedback, data and control, open systems, holism, and the observer. The practical application of these constructs in many fields was discovered by von Bertalanffy (1950). He referred to these concepts as general systems theory (GST). These concepts were adapted in Organizational research and Management science (OR/MS) and were referred to as management cybernetics (Beer 1967), systems engineering (Hall 1962), system four dynamics (Forrester 1968), and finally, in what we might refer to as the systems approach (Churchman 1968; Klir 1969; Weinberg 1975) (Mingers & White, 2009).
The systems thinking/systems approach, has been closely linked to the growth of organizational research and management science. At the start it was intimately associated to work by its proponents such as Ackoff and Churchman and later through innovations such as soft systems. Systems thinking can be rightfully regarded as a complete field with many methodological and theoretical innovations. However, systems thinking is applicable to such a wide variety of problem areas due to its generalization. Therefore a review of systems thinking should always be a selective one.
The significance of systems thinking for OR / MS was noted from the start by pioneers in this field including Ackoff and Churchman, cyberneticists including Beer, and systems engineers such as Hall. However, the growth of OR led to some sort of differences. OR evolved to focus on the computer and mathematical modeling approaches, tithe detriment of systems thinking. System dynamics and cybernetics grew separately and in isolation, while systems engineering was later to be mainly utilized in the United States public sector. These differences in growth led to a crisis in Organizational research, resulting in the formation of soft systems (Critical and/or systems). The latest theories that emerged from the crisis include chaos and complexity theory (Mingers & White, 2009).
Question 1: Clear Description of the problem situation.
Milling areas are often characterized by the challenges that come about due to the involvement of many stakeholders in the sugarcane supply chain; these stakeholders have different values, goals, mentalities, expectations, and strategies (Bezuidenhout & Bodhanya, 2010). This could result in competing interests, creating conflicts and tension in the supply chain (Gerwel, et al., 2011).
The problems posed by hard technical issues in supply chains in the sugarcane industry are all key components in the development of any mill area. These include: the quality of the cane and supply, the efficiency of the mill, and finally division/distribution of proceeds. There are also problems of managing other components, separate from the hard technical issues, such as objectives, values, leadership, communication, and trust when aiming to enhance a sugarcane supply chain (Bezuidenhout & Bodhanya, 2010)
Question 2- Justification for your choice of Systems Methodologies based on the use of Metaphor & the System of Systems Methodologies (SoSM)
SSM is a philosophy that takes into account intercession in unpredictable, real-life circumstances where there are problematic areas (Checkland, 1985). The emphasis is on making adaptations, through valuable discussions, in areas where relevant stakeholders mutually "surface" with perceptions, and deal with issues. The emphasis is on accommodation between the diverse partners, and on coming to an agreed upon way of action (Presley and Meade, 2002). The stages in SSM include: forming answers concerning problem situation(s); creating models that take debate and discussion into consideration, by contrasting the reality of situations with their potential; and settling on a strategy to realize change. Distinctive instruments are utilized, for example, the generation of 'rich pictures' which are utilized to recognize partners and their interests (Gerwel, et al., 2011).
Utilizing the System of Systems approach (SoSM), SSM was picked in light of the fact that the frameworks being depicted are Simple: comprised of only a couple of exceptionally organized connections that are generally steady and moderately unaffected by associations with the parts of the framework or external influences (Systemswiki, 2014). These interactions are those between hard technical issues and other components as described earlier. Additionally, in light of the fact that the members of the framework are Pluralist, i.e. basic interests are perfect, but members don't have the same qualities and convictions, space is needed for open deliberation, differences, and potential conflict; also, participants...
Problem Solving Model for Classic Airline Company Overview Classic Airlines is ranked as the fifth largest airline globally with the net income of $10 million and $8.7 million operating revenue. Before 2008, the company recorded a net income of 71 billion and $8.5 billion operating revenue. However, evaluation of the company financial records reveals that Classic Airline recorded $61 million decrease in the net income within one year. Careful assessment of the
They must never become complacent and assume that they have considered all factors and can now relax, or they can slip into the "boiling frog" phenomenon: circumstances may turn so gradually negative that they do not notice the changes until they have large problems instead of small ones to solve (Beckford, 2002). Conclusion Just as the example of the soldiers at the bridge faced with a battle situation for which they
4) II. Peter Senge - the Learning Organization Peter Senge, who describes himself as the "idealistic pragmatist" states that learning organizations are: "...organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together." (1990: p.3) the learning organization in the view of
.. Second, to understand a system we need to understand how it fits into the larger system of which it is a part... Third, and most important, what we call the parts need not be taken as primary. In fact, how we define the parts is fundamentally a matter of perspective and purpose, not intrinsic in the nature of the 'real thing' we are looking at. (Kofman and Senge, 1993,
Calculating the cost of capital based on known rates is one example of a situation where a deterministic model could be utilized; the certainty of the figures involved lends the issue to a straightforward calculation. Probability models can project future events in degrees of uncertainty; forecasting future interest rates based on past changes and projected changes would be an effective use of a probability model as the output's certainty
Through the mutual and constant exchange of information, best practices can also be seamlessly integrated throughout the firm. This is a very profound benefit over a closed system which does not enhance the overall amount of information exchange within a firm. A system often interfaces with other systems that may be of a similar or different type. With an open system, information can be used to benefit of all
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