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Systemic crises? Why strategic thinking needs critical systems practice

Reynolds, Martin (2012). Systemic crises? Why strategic thinking needs critical systems practice. In: 8th HSSS National and International Conference: Systems Approach to Strategic Management , 5-7 July 2012, Thessaloniki, Greece.

URL: http://www.2012.hsss.eu/1_2/HomePage
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Abstract

The term systemic failure is one used with increasing frequency particularly by journalists and politicians to account for things going wrong in an increasingly complex and uncertain world. But what does it actually mean from a systems thinking perspective, and how might effective strategic thinking in management practice reduce incidences of systemic failure? From a systems thinking in practice perspective three interwoven traps contribute to systemic failure reductionism, dogmatism, and managerialism. Using the example of systemic failure of academic economics in averting the global financial crisis – as expressed by prominent economists themselves - each of the three traps is explored. Drawing on a framework for systems thinking in practice informed by the critical systems practice of systemic triangulation, some practical tools from systems approaches are introduced to counter traps of systemic failure.

Item Type: Conference Item
Copyright Holders: The Author
Extra Information: Keynote address for the 8th National and International Conference (5-7 July 2012) of the Hellenic Society for Systemic Studies (HSSS)
Keywords: critical systems practice; reductionism; dogmatism; managerialism; systemic triangulation; systemic failure
Academic Unit/Department: Mathematics, Computing and Technology > Engineering & Innovation
Interdisciplinary Research Centre: Innovation, Knowledge & Development research centre (IKD)
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Item ID: 34059
Depositing User: Martin Reynolds
Date Deposited: 26 Jul 2012 13:48
Last Modified: 07 Mar 2014 08:23
URI: http://oro.open.ac.uk/id/eprint/34059
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