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Systems thinking is a way of making sense of the complexity of the world by looking at it in terms of wholes and relationships rather than by splitting it down into its parts. [ 1 ] [ 2 ] It has been used as a way of exploring and developing effective action in complex contexts, [ 3 ] enabling systems change .
Boundary critique is a general systems thinking principle similar to concepts as multiple perspectives, and interconnectedness. Boundary critique according to Cabrera (2006) is "in a way identical to distinction making as both processes cause one to demarcate between what is in and what is out of a particular construct.
Systems theory is manifest in the work of practitioners in many disciplines, for example the works of physician Alexander Bogdanov, biologist Ludwig von Bertalanffy, linguist Béla H. Bánáthy, and sociologist Talcott Parsons; in the study of ecological systems by Howard T. Odum, Eugene Odum; in Fritjof Capra's study of organizational theory; in the study of management by Peter Senge; in ...
A special case of the “Shifting the Burden” systems archetype that occurs when an intervenor is brought in to help solve an ongoing problem. Over time, as the intervenor successfully handles the problem, the people within the system become less capable of solving the problem themselves. They become even more dependent on the intervenor.
Systems thinking argues that the only way to fully understand something or an occurrence is to understand the parts in relation to the whole. Thus, systems thinking, which is the process of understanding how things influence one another within a whole, is central to ecological models. Generally, a system is a community situated within an ...
The OSTO System Model is a concrete model of the OSTO thought framework. In practice this model is used as a managerial and reflection tool. Looking through the so-called “OSTO glasses” is to facilitate managing the steadily increasing dynamism and complexity of systems such as to find new action strategies by creating distance.
Gharajedaghi present his work as third generation of systems thinking. In the first chapter of his 1999 book "Systems thinking" he explains his point of view: The analytical approach has remained essentially intact for nearly four hundred years, but systems thinking has already gone through three distinct generations of change.
The interconnectedness of these crises means that solutions in one area can often lead to unintended consequences in another, creating a feedback loop that exacerbates the overall situation. As Morin noted, this web of interlinked crises reflects a deeper structural vulnerability within socio-economic, political, and ecological systems.