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{{a| | {{a|systems|}}{{quote|''If you had a population that were miserable and restless because they had nowhere bearable to live, the preferred solution seemed not to be spending money on improving their conditions, but on hiring more police in case things turned ugly.'' | ||
{{author|Alan Moore}}, {{br|Jerusalem}}}}[[Systems theory]] eschews the reductionist, deterministic, “[[normal science|scientific]]” disposition and views the world in terms of inter-operating systems. That is to say, it treats the ordinary interactions of life as [[complex]] and not merely [[complicated]] problems to solve; as interactions of and between systems. System interactions are necessarily complex in that they are not finite, they are [[non-linear]], and the rules of engagement nor information about the system are neither complete, coherent nor static. | |||
Systems are comprised of stocks, flows, and feedback loops. Good primer is {{author|Donella H. Meadows}}’ {{br|Thinking in Systems}}. | |||
===Complexity Theory=== | |||
Organisational systems can be [[Simple system|simple]], [[Complicated system|complicated]] or [[Complex systems|complex]]. Best you know which one yours is. Differentiate between the ''type of system'' and ''how to manage that system''. So: | |||
{| class="wikitable" | {| class="wikitable" | ||
! {{header left}} System !! {{header left}} System characteristics !! {{header left}} How to manage !! {{header left}} Example | ! {{header left}} System !! {{header left}} System characteristics !! {{header left}} How to manage !! {{header left}} Example | ||