Robert L. Flood

Testament to conversations on critical systems thinking between two systems practitioners

This is a testament to conversations held in Berne and Fribourg, Switzerland, in late 1988. The main theme that we present concerns seeking to find an adequate epistemology for systems practice, to find a “truly” critical approach, by shifting our interests from “systems science” to “systems rationality” (i.e., by “reaching out” toward a systems epistemological ideal) and by dealing with sociological phenomena such as the “effects of material conditions” and false consciousness and inequalities associated with these. Social rationalities relating to positivism, interpretivism, and critique are considered. Limitations and legitimacies of these rationalities in social contexts are made explicit in these discussions.

Total systems intervention: A practical face to critical systems thinking

This is the first exposition of a new methodology (or perhaps meta-methodology) for systems practice known as Total Systems Intervention (TSI). Designed to overcome the weaknesses of hard, cybernetic, and soft systems approaches and build on their strengths, TSI represents a practical face of critical systems thinking. It advocates combining three building blocks-systems metaphors, “system of systems methodologies,” and individual systems methodologies—in an interactive manner which is deemed to be particularly powerful and fruitful. In this paper the philosophy, principles, and phases of the TSI methodology are set out and two very different examples of its use are provided.

Six scenarios for the future of systems “problem solving”

In this paper six scenarios for the future of systems “problem solving” are investigated in order to ascertain whether an approach can be identified (a) that offers prospects for the long-term survival and success of systems problem solving in practice and (b) that does this without incorporating theoretical contradictions. The six approaches come under the four class headings pragmatism, isolationism, imperialism, and pluralism. The theoretical foundations of each approach are explored in a discursive fashion. This makes explicit to systems practitioners the underlying principles on which their activities are overlaid and puts such approaches into the theoretical context of the six approaches identified herein.

Enhancing the process of methodology choice in total systems intervention (TSI) and improving chances of tackling coercion

The process of Choice in TSI is reexamined in this paper. Previously, methods2 have been understood to have a given and immediate purpose and are employed when this is judged to be most suitable in the circumstances. In this paper we suggest that methods can be operated in ways that meet purposes not provided by their founding theoretical underpinnings. We develop this argument by pointing to cases where cybernetic or soft methods are driven by purposes and principles given to emancipatory methodology—in a quest to address more effectively issues of coercion. This may be necessary when explicit and direct employment of emancipatory methodology is not sensitive enough to political dynamics, where certain people may feel overly threatened by its language and consequently feel the need to subvert its use. We develop a defence for thisoblique use of cybernetic and soft methods in coercive contexts, and extend the argument to suggest that all methods can be employed in such a way.

Contours of diversity management and triple loop learning

Introduces diversity management as managing the increased diversity of issues that confront humankind in contemporary organizational and societal affairs. Defines triple loop learning as being about the increase in the fullness and deepness of learning about the diversity of issues and dilemmas faced. Presents the contours of diversity management and triple loop learning. Sees the latter as the denouement of single loop learning and of double loop learning. Provides a “quickmap” of the contours of diversity management and triple loop learning.

Action Research and the Management and Systems Sciences

In this paper I explore the possibility of a complementary relationship between action research and the management and systems sciences. A range of purposes that action researchers and management and systems scientists pursue is initially set out. The paper then explores whether this diversity of purposes and the ways they recommend people to proceed may come together in a new whole that is greater than the sum of its parts. A potentially useful realization of this for practice is a reflexive process of critique, choice, and action, which is elaborated on. The paper then investigates what view of holism arises from the preceeding discussions.

“Fifth Discipline”: Review and Discussion

The book Fifth Discipline is Peter Senges account of the learning organization. For Senge, five disciplines are necessary to bring about a learning organization—personal mastery, mental models, shared vision, team learning, and systems thinking (called systemic thinking from here on). Systemic thinking is the discipline that integrates all five disciplines. Each discipline is briefly explored in this paper, with emphasis placed on systemic thinking. Senges concern with localness and openness is also touched upon. The paper concludes with an outline critique of Senges work.

A Brief Review of Peter B. Checkland's Contribution to Systemic Thinking

A brief review of Peter B. Checklands contribution to systemic thinking is presented in five parts: (i) a thumbnail sketch of his life and works; (ii) to action research; (iii) to interpretive-based systemic theory; (iv) formulation of soft systems methodology; and (v) brief reflections.

Viable Systems Diagnosis. 1. Application with a Major Tourism Services Group

This paper outlines the rationale for using, and the application of, Viable Systems Diagnosis in a large-scale reorganization of a major tourism services group.

Plurality revisited: Diversity management and triple loop learning

This paper suggests one way of managing plurality of theories and methodologies and ways of operationalising them. It suggests that the management of options needs to be linked to a process of reflexive consciousness. Reflexive consciousness operates by recognising that choices of theoretical and methodological commitment have to be made for the purposes of action. Awareness of the provisional and partial nature of choices is key to the management of options. Choice-making is marked by an awareness of the way in which the facility for judgement has been exercised. This includes considering how judgements may be accounted for in the light of alternative choices. Informed awareness means taking into accounttheoretical debates that may be brought to bear in facilitating an appreciation of methodologies and possible operationalisations of them. It also means taking into account matters ofcontemporary concern (specialist or popular) raised in the process of social debate. Our argument is detailed through an explication of what we call diversity management and triple loop learning.