Copyrights Reserved.
All Rights Reserved

Designed and Managed by
Consulting Connoisseurs, 2014
  Navigation: Home - About Us: Introduction - About Us: Systems Thinking

Are you Driving or Being Driven in this World?

Today's world is a complex one! And Systems Thinking is one of the few methods available to help us around the complexity to get to where we want to be in business.

The trick is, therefore, in defining a new niveau of comfort that rests on the solid foundations of a seemingly complex base!

 Systems Thinking

Systems thinking has its foundation in the field of system dynamics , founded in 1956 by Prof. Jay Forrester at MIT, USA. Systems thinking allows people to make their understanding of social systems explicit and improve them in the same way that people can use engineering principles for mechanical systems

 Where do we use it?

Systems Thinking is ideal for situations characterized by:

Technically put, the character of systems thinking makes it extremely effective on the most difficult types of problems to solve: those involving complex issues, those that depend a great deal dependence on the past or on the actions of others, and those stemming from ineffective coordination among those involved. Examples of areas in which systems thinking has proven its value include:

 How is it different from the 'Traditional Approach'?

The approach of systems thinking is fundamentally different from that of traditional forms of analysis. Traditional analysis focuses on the separating/breaking down the individual pieces of what is being studied; Systems thinking, in contrast, focuses on how the thing being studied interacts with the other constituents of the system, a set of elements that interact to produce behaviour, of which it is a part. This means that instead of isolating smaller and smaller parts of the system being studied, systems thinking works by expanding its view to take into account larger and larger numbers of interactions as an issue is being studied. This results in sometimes strikingly different conclusions than those generated by traditional forms of analysis.