Systems Thinking Made Simple: New Hope for Solving Wicked Problems by Derek   and Laura Cabrera Odyssean Press 2015 (ISBN-978-0-9963493-0-7)

Richard F. Emerson

doi:10.1002/inst.12062

Uncovering wicked problem’s system structure: seeing the forest for the trees

Journal of Social Marketing ◽

10.1108/jsocm-05-2016-0029 ◽

2017 ◽

Vol 7 (1) ◽

pp. 51-73 ◽

Cited By ~ 25

Author(s):

Ann-Marie Kennedy ◽

Sommer Kapitan ◽

Neha Bajaj ◽

Angelina Bakonyi ◽

Sean Sands

Keyword(s):

Systems Thinking ◽

Wicked Problems ◽

System Structure ◽

Wicked Problem ◽

Illustrative Case ◽

Social Mechanisms ◽

Content Type ◽

Effective Interventions ◽

Big Picture ◽

Develop Strategy

Purpose This paper aims to use systems thinking, systems theory and Camillus’ framework for responding to wicked problems to provide social marketers with a theoretically based framework for approaching strategy formation for wicked problems. The paper treats fast fashion as an illustrative case and takes a step back from implementation to provide a framework for analysing and gaining understanding of wicked problem system structure for social marketers to then plan more effective interventions. The proposed approach is intended as a theory-based tool for social marketing practitioners to uncover system structure and analyse the wicked problems they face. Design/methodology/approach Following Layton, this work provides theoretically based guidelines for analysing the black box of how to develop and refine strategy as first proposed in Camillus’ (2008) framework for responding to wicked issues. Findings The prescription thus developed for approaching wicked problems’ system structure revolves around identifying the individuals, groups or entities that make up the system involved in the wicked problem, and then determining which social mechanisms most clearly drive each entity and which outcomes motivate these social mechanisms, before determining which role the entities play as either incumbent, challenger or governance and which social narratives drive each role’s participation in the wicked problem. Originality/value This paper shows that using systems thinking can help social marketers to gain big picture thinking and develop strategy for responding to complex issues, while considering the consequences of interventions.

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Tackling wicked problems in strategic management with systems thinking

Strategic Organization ◽

10.1177/14761270211038635 ◽

2021 ◽

pp. 147612702110386

Author(s):

Sylvia Grewatsch ◽

Steve Kennedy ◽

Pratima (Tima) Bansal

Keyword(s):

Systems Thinking ◽

Evolutionary Dynamics ◽

Environmental Issues ◽

Wicked Problems ◽

Tipping Points ◽

Transformative Change ◽

Ecological Context ◽

Strategy Research ◽

Social Ecological ◽

Reductionist Approach

Strategy scholars are increasingly attempting to tackle complex global social and environmental issues (i.e. wicked problems); yet, many strategy scholars approach these wicked problems in the same way they approach business problems—by building causal models that seek to optimize some form of organizational success. Strategy scholars seek to reduce complexity, focusing on the significant variables that explain the salient outcomes. This approach to wicked problems, ironically, divorces firms from the very social-ecological context that makes the problem “wicked.” In this essay, we argue that strategy research into wicked problems can benefit from systems thinking, which deviates radically from the reductionist approach to analysis taken by many strategy scholars. We review some of the basic tenets of systems thinking and describe their differences from reductionist thinking. Furthermore, we ask strategy scholars to widen their theoretical lens by (1) investigating co-evolutionary dynamics rather than focusing primarily on static models, (2) advancing processual insights rather than favoring causal identification, and (3) recognizing tipping points and transformative change rather than assuming linear monotonic changes.

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Managing ambiguity in business. A holistic and innovative approach

Proceedings of the International Conference on Business Excellence ◽

10.1515/picbe-2017-0090 ◽

2017 ◽

Vol 11 (1) ◽

pp. 843-851

Author(s):

Oana Pop

Keyword(s):

Systems Thinking ◽

Wicked Problems ◽

Soft Systems Methodology ◽

Complexity Science ◽

Theory Of Change ◽

Systems Methodology ◽

Soft Systems ◽

Entrepreneurial Organization ◽

Systemic Interventions ◽

One Year

Abstract This article will look at the hurdles of dealing with ambiguity and the wicked problems that organizations are struggling with, by providing key insights from a one year team coaching program that the author had the opportunity to deliver in a Romanian entrepreneurial organization. Based on the actual methods used and highlighting the findings and impact of the program, we will reflect on how ambiguity manifests in organizational settings and how wicked problems can be defined. The methods employed are within the range of complexity science and are holistic approaches to systemic interventions within organizations that combine soft systems methodology, paradoxical theory of change, complex responsive processes approach with important concepts from systems thinking such as archetypes, feedback loops and modeling. One of the key objectives of the article is to reunite different academic approaches and link them to a case study as a way of adding value to these approaches and to reiterate that research needs, to find its rightful place in the practitioners’ toolkit and have a more meaningful and direct impact on the real struggles that business is faced with. The author’s expertize in systemic interventions is based on extensive practitioner experience, having been trained and certified as a systemic coach and facilitator, and therefore draws upon the work of other skilled practitioners that support companies in finding successful ways to address complexity. Although the article can be easily put in the complexity science and systems thinking area of academic interest, the research questions and insights are intended to serve the learning and the evolution of organizations.

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Editorial: Relating Systems Thinking and Design. Systemic Design and Co-creation processes for Territorial Enhancement

Strategic Design Research Journal ◽

10.4013/sdrj.2020.132.01 ◽

2020 ◽

Vol 13 (2) ◽

pp. 109-112

Author(s):

Silvia Barbero ◽

Amina Pereno

Keyword(s):

Systems Thinking ◽

Wicked Problems ◽

Creative Solutions ◽

The World ◽

Multi Stakeholder ◽

High Degree ◽

Systemic Design ◽

Different Levels

The world we live in is hectic and multifaceted, characterised by continuous changes that are more frequent, radical and dramatic than ever before. Their dimension rapidly shifts from local to global and vice-versa, due to the increasingly interconnected nature of relations, affecting society at many different levels. This results in a rising complexity that requires new creative solutions with a high degree of adaptability to be properly addressed. It is in this scenario that systemic design disciplines can effectively integrate systems thinking and its methods with design to address this multi-stakeholder complexity, by creating new resilient systems moving towards sustainability at environmental, social and economic levels. Systemic design adapts from known design competencies to frame, understand, explore, propose and design complex services and systems, acting in the context of the indeterminacy of wicked problems.

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