In 1994, I made a video I titled A Change in Thinking. It was my attempt to argue that we need a change in thinking in order to move into a new economic age. Systems thinking seems to me a way of thinking better suited to our new realities that seem to defy reductionist, or analytic thinking.
In this video, a much younger me wanders around various beautiful sites in San Diego that includes Balboa Park, La Jolla Cove, Torrey Pines Golf Course, an orchard, and the Natural History Museum. Beginning with this introduction (or skipping directly into segments that more intrigue you) you can watch this 30 minute video straight through.
R World (Ron Davison muses aloud)
Showing posts with label analytic thinking. Show all posts
Showing posts with label analytic thinking. Show all posts
02 November 2007
2 Change in Thinking - New Economic Age
Once people change their thinking, all other changes follow. In this segment, I compare the philosophy of Rene Descartes and Adam Smith - making the claim that organizing around the principles of analytic, or reductionist, thinking led to capitalism. An economic and social revolution followed from an intellectual revolution. This pattern is set to happen again, as organizations and leaders begin to organize around the principles of systems thinking.
6 Change in Thinking - Systems Thinking
In this segment, I focus on the defining characteristic of systems - what emerges from their interaction. Analysis ignores this and in the process often misses what is most important. You can know all about the behavior of the gas hyrogen and the gas oxygen but fail to predict the behavior of the fluid H20.
06 February 2007
The Need for Systems Thinking, Part of a Continuing Saga
Norman and Vladimir have made some really great points in response to my "Time to Upgrade Civilization's Operating System" post. I was going to respond in comments but realized that a proper response deserved its own post.
First, there is the matter of technology to facilitate systems thinking. Vladimir points out that we can't hold too many things in our head at one time. This is true, but it doesn't mean that we can't create technology to enhance our ability. For instance, if you want to cross the room, you use your feet. If you want to cross town, you use a car. If you want to cross the continent, you use an airplane. Depending on the scope of our ambitions, we use different technology. Yet if we want to plan lunch, we talk. If management wants to plan next year's goals, they talk. If legislators want to plan budgets, programs, and laws that impact the next generation, they talk. This is, ultimately, about as effective as walking across the continent.
In order to promote systems thinking we'll need to develop and popularize tools for systems thinking. In my mind, these tools include econometric models, project planning software, statistical quality control tools, and other tools as varied as mind maps and systems simulation software. (Look here, for instance: http://www.pegasuscom.com/gallery.html). Along with these tools we'll need to grapple more with the implications of systems thinking as explicated in the thinking of people like W. Edwards Deming, Russell Ackoff, Donella Meadows, and Peter Senge.
Finally, the consequences of these systems thinking tools need to be institutionalized. I like Norman's notion of creating "hardware" to go along with civilization's new operating system. Part of the genius of Adam Smith is that he saw in specialization of labor a means to translate Descartes’ analytic thinking into institutions; the resultant capitalism transformed the world. What we now need are entrepreneurs who take on the task of creating institutions able to become a vehicle for systems thinking in the same way that factories were a vehicle for analytic thinking.
One last note. Russell Ackoff, a person who has probably done as much as anyone to popularize and pioneer systems thinking, has just come out with a new book, Management f-Laws. You find information about the book here. The publisher describes it as “easy to read and accessible - setting out the uncomfortable truths about how organizations really work, what's wrong with the way we design and manage businesses, what makes managers tick, and how we can make things work better. Russ himself comments on the book here.”
If you decide to order the book, enter “triarchy-ten” in the promotional code field on the order form to get a ten percent discount.
First, there is the matter of technology to facilitate systems thinking. Vladimir points out that we can't hold too many things in our head at one time. This is true, but it doesn't mean that we can't create technology to enhance our ability. For instance, if you want to cross the room, you use your feet. If you want to cross town, you use a car. If you want to cross the continent, you use an airplane. Depending on the scope of our ambitions, we use different technology. Yet if we want to plan lunch, we talk. If management wants to plan next year's goals, they talk. If legislators want to plan budgets, programs, and laws that impact the next generation, they talk. This is, ultimately, about as effective as walking across the continent.
In order to promote systems thinking we'll need to develop and popularize tools for systems thinking. In my mind, these tools include econometric models, project planning software, statistical quality control tools, and other tools as varied as mind maps and systems simulation software. (Look here, for instance: http://www.pegasuscom.com/gallery.html). Along with these tools we'll need to grapple more with the implications of systems thinking as explicated in the thinking of people like W. Edwards Deming, Russell Ackoff, Donella Meadows, and Peter Senge.
Finally, the consequences of these systems thinking tools need to be institutionalized. I like Norman's notion of creating "hardware" to go along with civilization's new operating system. Part of the genius of Adam Smith is that he saw in specialization of labor a means to translate Descartes’ analytic thinking into institutions; the resultant capitalism transformed the world. What we now need are entrepreneurs who take on the task of creating institutions able to become a vehicle for systems thinking in the same way that factories were a vehicle for analytic thinking.
One last note. Russell Ackoff, a person who has probably done as much as anyone to popularize and pioneer systems thinking, has just come out with a new book, Management f-Laws. You find information about the book here. The publisher describes it as “easy to read and accessible - setting out the uncomfortable truths about how organizations really work, what's wrong with the way we design and manage businesses, what makes managers tick, and how we can make things work better. Russ himself comments on the book here.”
If you decide to order the book, enter “triarchy-ten” in the promotional code field on the order form to get a ten percent discount.
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