MARC Record from marc_nuls

LEADER: 04083cam 22003854a 4500
001 9920207800001661
005 20150423124920.0
008 031126s2003 enka b 001 0 eng
010 $a 2003066077
019 $a54489692
020 $a0470845228 (pbk. : alk. paper)
029 1 $aNLGGC$b241972779
035 $a(CSdNU)u278057-01national_inst
035 $a(OCoLC)53937917
035 $a(OCoLC)53937917
040 $aDLC$cDLC$dBAKER$dNLGGC$dOrPss
042 $apcc
049 $aCNUM
050 00 $aTA168$b.J33 2003
082 00 $a658.4/01$222
084 $a85.02$2bcl
100 1 $aJackson, Michael C.,$d1951-
245 10 $aSystems thinking :$bcreative holism for managers /$cMike C. Jackson.
260 $aChichester, West Sussex ;$aHoboken, N.J. :$bJohn Wiley & Sons, $cc2003.
300 $axxiii, 352 p. :$bill. ;$c24 cm.
504 $aIncludes bibliographical references and index.
505 0 $aHolism and Systems Practice -- The Systems Language -- Philosophy -- Biology -- Control Engineering -- Organization and Management Theory -- The Physical Sciences -- Why is the Systems Language so Powerful? -- Applied Systems Thinking -- Hard Systems Thinking -- The Development of Applied Systems Thinking -- Problem contexts -- Systems methodologies related to problem contexts -- The Main Strands of Applied Systems Thinking -- Creativity and Systems -- Creativity and Metaphor -- Creativity and Paradigms -- Systems Approaches -- Improving Goal Seeking and Viability -- Hard Systems Thinking -- Hard Systems Thinking in Action -- Critique of Hard Systems Thinking -- The Value of Hard Systems Thinking to Managers -- System Dynamics: The Fifth Discipline -- System Dynamics in Action -- Critique of System Dynamics -- The Value of System Dynamics to Managers -- Organizational Cybernetics -- Organizational Cybernetics in Action -- Critique of Organizational Cybernetics -- The Value of Organizational Cybernetics to Managers -- Complexity Theory -- Complexity Theory in Action -- Critique of Complexity Theory -- The Value of Complexity Theory to Managers -- Exploring Purposes -- Strategic Assumption Surfacing and Testing -- Strategic Assumption Surfacing and Testing (SAST) in Action -- Critique of Strategic Assumption Surfacing and Testing (SAST) -- The Value of Strategic Assumption Surfacing and Testing (SAST) to Managers -- Interactive Planning -- Interactive Planning in Action -- Critique of Interactive Planning -- The Value of Interactive Planning to Managers -- Soft Systems Methodology -- Methods -- Soft Systems Methodology (SSM) in Action -- Critique of Soft Systems Methodology (SSM) -- The Value of Soft Systems Methodology (SSM) to Managers -- Ensuring Fairness -- Critical Systems Heuristics -- Critical Systems Heuristics (CSH) in Action -- Critique of Critical Systems Heuristics (CSH) -- The Value of Critical Systems Heuristics (CSH) to Managers -- Team Syntegrity -- Team Syntegrity in Action -- Critique of Team Syntegrity -- The Value of Team Syntegrity to Managers -- Promoting Diversity -- Postmodern Systems Thinking -- Postmodern Systems Thinking in Action -- Critique of Postmodern Systems Thinking -- The Value of Postmodern Systems Thinking to Managers -- Creative Holism -- Total Systems Intervention -- Total Systems Intervention (TSI) in Action -- Critique of Total Systems Intervention (TSI) -- The Value of Total Systems Intervention (TSI) to Managers -- Critical Systems Practice -- Historical development -- Philosophy and theory -- Metamethodology -- Recent developments -- Critical Systems Practice (CSP) in Action -- Critique of Critical Systems Practice (CSP) -- The Value of Critical Systems Practice (CSP) to Managers.
650 0 $aSystems engineering.
650 0 $aHolism.
650 17 $aSysteemtheorie.$2gtt
650 17 $aHolisme.$2gtt
938 $aBaker & Taylor$bBKTY$c65.00$d65.00$i0470845228$n0004270020$sactive
949 $aTA 168 .J33 2003$i31786102283261
994 $a92$bCNU
999 $aTA 168 .J33 2003$wLC$c1$i31786102283261$d12/24/2009$e12/15/2009 $lCIRCSTACKS$mNULS$n2$rY$sY$tBOOK$u7/13/2006