000			03961cam a2200493Mu 4500
001			9781003304050
003			FlBoTFG
005			20240213122827.0
006			m o d
007			cr cnu---unuuu
008			220903s2022 xx o ||| 0 eng d
040			_aOCoLC-P _beng _cOCoLC-P
020			_a9781000683103
020			_a1000683109
020			_a9781003304050 _q(electronic bk.)
020			_a1003304052 _q(electronic bk.)
020			_a9781000683134 _q(electronic bk. : EPUB)
020			_a1000683133 _q(electronic bk. : EPUB)
024	7		_a10.4324/9781003304050 _2doi
035			_a(OCoLC)1343248103
035			_a(OCoLC-P)1343248103
050		4	_aHD30.23
072		7	_aBUS _x101000 _2bisacsh
072		7	_aBUS _x087000 _2bisacsh
072		7	_aBUS _x019000 _2bisacsh
072		7	_aKJMP _2bicssc
082	0	4	_a658.403 _223
100	1		_aSherwood, Dennis, _d1949- _eauthor. _1https://isni.org/isni/0000000082042132
245	1	0	_aStrategic Thinking Illustrated _h[electronic resource] : _bStrategy Made Visual Using Systems Thinking.
260			_aMilton : _bProductivity Press, _c2022.
300			_a1 online resource (0 p.)
500			_aDescription based upon print version of record.
520			_aThis book is about the behaviour of systems. Systems are important, for we interact with them all the time, and many of the actions we take are influenced by a system - for example, the system of performance measures in an organisation influences, often very strongly, how individuals within that organisation behave. Furthermore, sometimes we are involved in the design of systems, as is any manager contributing to the definition of what those performance measures might be. That manager will want to ensure that all the proposed performance measures will drive the right' behaviours rather than (inadvertently) encouraging dysfunctional game playing', and so anticipating how the performance measurement system will work in practice is a vital part of a wise design process. Some of the systems with which we interact are local, such as your organisation's performance measurement system. Some systems, however, are distant, but nonetheless very real, such as the healthcare system, the education system, the legal system and the climate system. Systems, therefore, exist on all scales, from the local to the global. And all systems are complex, some hugely so. That's why understanding how systems behave can be very helpful. Systems are complex for two main reasons. First, the manner in which they behave over time can be very hard to anticipate - and anticipating the future sensibly is of course a key objective of management. Second, the entities' within a system can be connected together in very complex ways, so that an intervention here' can result in an effect there', perhaps a long time afterward. Sometimes this can be surprising, and so we talk of unintended consequences' - but this is of course a euphemism for because I didn't understand how this system behaves, I had not anticipated that'. Systems thinking, the subject matter of this book, is the disciplined study of systems, and causal loop diagrams - the pictures' of this picture book' - are a very insightful way to represent the connectedness of the entities from which any system is composed, so taming that system's complexity.
588			_aOCLC-licensed vendor bibliographic record.
650		7	_aBUSINESS & ECONOMICS / Project Management _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Production & Operations Management _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Decision-Making & Problem Solving _2bisacsh
650		0	_aDecision making.
650		0	_aSystem theory.
650		0	_aStrategic planning.
650		0	_aOrganizational behavior.
856	4	0	_3Taylor & Francis _uhttps://www.taylorfrancis.com/books/9781003304050
856	4	2	_3OCLC metadata license agreement _uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
999			_c5236 _d5236