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The Essence of Strategic and Systems Thinking
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Strategic Thinking is synonymous with Systems Thinking. In essence, Strategic and Systems Thinking views organizations within the context of their environments. As such, an organization does not exist as an island unto itself, but as part of a larger network, web or matrix of systems that all function, more or less independently, yet interdependently. We, at the Centre for Strategic Management, like to use the analogy of getting a "Helicopter View" of situations, because form a height of 5,000 feet (or more) it is much easier to see the bigger picture, allowing a more effective perspective on achieving purpose and results that maximize and organization's presence and success in the marketplace. Strategic and Systems Thinking is based on the work of Ludwig von Bertalanffy, the father of the Systems Thinking Approach. His pioneering work in forming The Society for General Systems Research conceived the science of Systems Thinking as a unity of sciences, as it is directly applicable to the way organizations function - |
much as the natural systems do. Underlying these systems are complexities (represented in our studies by the Rubiks Cube) that have, at heart, simple, fundamental foundations. By grasping the fundamentals of how an organization works, as a system within a set of larger systems, it is possible to work through the complexity and arrive at real, effective solutions to difficult bussiness or organizational problems. In Strategic and Systems Thinking, we see the "Simplicity on the Far Side of Complexity". For a more detailed description, analysis, and in-depth set of resoures, please refer to the Centre's website, and our sister company, Systems Thinking Press, for the most comprehensive portal to Strategic and Systems Thinking products, disscussions, and resources in the world (over 200 sites). All of the materials and presentations offered by the Centre are based on the Science of Systems Thinking: "the Natural Way the World Works." |
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