Conclusion
Just as the example of the soldiers at the bridge faced with a battle situation for which they had no previous experience, business leaders must expect the unexpected. If they create a culture of lifelong learning within their businesses, their staff and employees will always be open to looking at old facts in new ways, ready to find forward-thinking solutions. Such a company philosophy and structure can keep even the oldest company packed with fresh ideas and innovative solutions to the new problems they face.
Annotated Bibliography
Barker, Randolph T., and Camarata, Martin R. 1998. "The Role of Communication in Creating and Maintaining a Learning Organization: Preconditions, Indicators, and Disciplines." The Journal of Business Communication, Vol. 35.
Barker and Camarata look at communication concepts that help or hinder the use of systems thinking, arguing that communication is the method by which organizational learning takes place. They note multiple factors related to communication that must be present, including trust between colleagues, commitment to chosen courses of action, and a perception of organizational support for employees, so employees will feel they have a vested interest in how well the company does. They use Kodak's difficulties at the end of the 1980's as a case study.
Beckford, John. Quality. 2002.
Based on systems thinking, this book is divided into four sections. First the author looks at the importance of quality performance and the things that can block a company from being the best that it can be. Then considerable space is given to leaders in the imovement to transform businesses into more functional entities. Such people as John S. Oakland, who developed the concept of "Total Quality Management," are covered in depth. Considerable space is given to organizational learning, focusing on system beliefs that can prevent real growth including the "boiling frog" phenomenon and the pitfalls of counting on learning from experience. The author covers the topic of building quality with both depth and breadth, and provides business leaders with specific tools they can use in their quest for quality.
Clute, Peter W. 1999. "Change at an Oil Refinery: Toward the Creation of a Learning Organization." Human Resource Planning, Vol. 22.
This article describes how the business unit management team and the organizational development design team collaborated to enable change at the cultural level of a refinery-based business unit of an international oil company. The interventions were intentionally designed to enable change at the level of thinking and acting. It gives details on specific actions they took to make sure the old culture in place didn't find ways to thwart needed change, and the article discusses the problems that needed to be solved, and how they solved them, in depth.
Gunasekara, Chrys. 2003. "Project-Based Workplace Learning: A Case Study." SAM Advanced Management Journal, Vol. 68.
This paper assists in bridging the gap by suggesting a practical approach to workplace learning that is linked with organizational objectives and integrated with project management. They include a case study from an Australian agency, describing the organization's difficulties in detail and how they were overcome to improve the agency's functioning. The article streamlines the process of using current literature on systems thinking and related approaches to provide a model for converting theory into practical realities.
Martin, Gregg F., and Mccausland, Jeffrey D. 2001. "Transforming Strategic Leader Education for the 21st-Century Army." Parameters, Vol. 31.
The authors apply systems thinking to today's military problems. They note that the nature of warfare has changed and with it, the kinds of decisions that have to be made. using an example from Bosnia, they describe how relatively low-level command officers may have to make decisions when...
This is especially important in the context of the Broker Front Office Tool (BFOT) strategies aimed at streamlining attracting, selling to, and servicing indirect channel partners and resellers. This aspect of bringing the Voice of the Customer (VoC) into the transformation of it initiatives into channel-based strategies is even more difficult than evolving change management programs within the four walls of any organization. Bringing change to agents and the
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
System Issues & Chikfila Systems thinking is a way of synthesizing the issues surrounding any organization in both a macro and micro manner. This allows more shared values through teamwork, mental paradigms, the ability to think in the future, and look at projects in a way that are best for the organization as a holistic entity. Thus, when the process of inquiry is moved from the individual and rote (only knowledge)
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
What is Systems Thinking? Systems thinking is an ongoing process that involves seeing the big picture, even while acknowledging the importance of details. One of the pillars of servant leadership, systems thinking allows the leader to make decisions that take the entire organization and its values into account. For example, the leader of one department would not make a choice that adversely affected any other department in the organization. A systems
Systems Thinking Case Study: Karen Avery Q1. From a systems perspective, what factors do you believe contributed to the marginal results obtained by the various subgroups within the task forces? According to Lunenberg (2010), schools are open systems although the degree to which they interact with the external environment may vary considerably, based upon the open-mindedness of administrators. The initial solutions offered by the task force reflected a closed mentality, in the
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now