The Fundamentals of Systems Thinking, Management & Effective Leadership

Contents
About the Authors
Acknowledgments
Introduction
1. Management and Systems Thinking
	1.1 Systems Thinking and Key Contributors
		1.1.1 History and evolution: Peter Senge
		1.1.2 History and evolution: Donella Meadows
		1.1.3 History and evolution: Russell Ackoff
		1.1.4 History and evolution: Peter Checkland
		1.1.5 Fundamentals of systems thinking
		1.1.6 Critical systems thinking
		1.1.7 Systems thinking and applications
	1.2 Management and Leadership Traits
		1.2.1 History of management
		1.2.2 Leadership
	1.3 Complexity
	1.4 Diversity, Equity, and Inclusion
		1.4.1 Educational and experiential diversity
		1.4.2 Cross-cultural diversity
	1.5 Creativity and Innovations
	1.6 End of Chapter Summary
	1.7 Further Thoughts
2. Fundamentals of Systems Thinking
	2.1 The Forrester Effect
		2.1.1 The Forrester effect and systems dynamics
		2.1.2 The Forrester effect and applications
	2.2 Analysis and Synthesis
	2.3 Components and Connections
		2.3.1 Dynamics of change
		2.3.2 Nonlinearity
		2.3.3 Agent-based vs. hierarchical systems
	2.4 Further Applications of Systems Thinking
		2.4.1 Applications in industry
		2.4.2 Applications in government services
		2.4.3 Applications in education
	2.5 Rules of Systems
		2.5.1 The 80/20 principle
		2.5.2 Ashby’s law
	2.6 End of Chapter Summary
	2.7 Further Thoughts
3. Systems Thinking Tools
	3.1 Problem-Solving Methodologies
		3.1.1 Action research
		3.1.2 Theory of constraints
		3.1.3 Systems dynamics
	3.2 Soft Tools vs. Hard Tools
		3.2.1 Causal loops
		3.2.2 Stock and flow diagrams
		3.2.3 The iceberg model
	3.3 End of Chapter Summary
	3.4 Further Thoughts
4. Learning by Deciphering Patterns
	4.1 Exponential Growth Pattern
		4.1.1 Causal loop diagram
		4.1.2 Stocks and flows diagram
	4.2 Goal-Seeking Pattern
		4.2.1 Causal loop diagram
		4.2.2 Stocks and flows diagram
	4.3 S-Shaped Growth with Overshoot Pattern
		4.3.1 Causal loop diagram
		4.3.2 Stocks and flows diagram
	4.4 S-Shaped Growth Pattern
		4.4.1 Causal loop diagram
		4.4.2 Stocks and flows diagram
	4.5 Oscillation Pattern
		4.5.1 Causal loop diagram
		4.5.2 Stocks and flows diagram
	4.6 Overshoot and Collapse Pattern
		4.6.1 Causal loop diagram
		4.6.2 Stocks and flows diagram
	4.7 End of Chapter Summary
	4.8 Further Thoughts
5. Hierarchical vs. Agent-Based Systems
	5.1 Systematic Design
		5.1.1 Centralized management system
		5.1.2 Open management system
		5.1.3 Management systems: Stocks and flows diagram
	5.2 Concrete vs. Abstract Representation
		5.2.1 Concrete representations
		5.2.2 Abstract thinking
	5.3 Convergent vs. Divergent Thinking
		5.3.1 Convergent thinking
		5.3.2 Divergent thinking
	5.4 Learning and Influencing Factors
		5.4.1 Continuous learning
		5.4.2 Emergent learning
	5.5 Soft Tools vs. Hard Tools
		5.5.1 Soft tools
		5.5.2 Hard tools
	5.6 End of Chapter Summary
	5.7 Further Thoughts
6. Leadership
	6.1 Transformational Leadership
	6.2 Sustainable Leadership
	6.3 Primal Leadership
	6.4 Leading vs. Following
		6.4.1 Switching leadership roles
		6.4.2 Teaching vs. learning
		6.4.3 Asking vs. answering questions
	6.5 End of Chapter Summary
	6.6 Further Thoughts
7. Leadership Roles
	7.1 Pedagogical Role
	7.2 Social Role
	7.3 Managerial Role
		7.3.1 Analogs of the managerial role
		7.3.2 Traits of the managerial role
	7.4 Facilitation Role
		7.4.1 Facilitation
		7.4.2 Organizational learning
	7.5 End of Chapter Summary
	7.6 Further Thoughts
8. Emotional Intelligence and Cognition
	8.1 Emotional Regulation and Techniques
		8.1.1 The iceberg model
		8.1.2 Internal vs. external feedback (influences)
		8.1.3 Additional attributes of feedback and assessment
	8.2 Ambitions and Aspirations
		8.2.1 Emotional vs. rational (practical) thinking
		8.2.2 Good questions vs. right questions
		8.2.3 Easy choices vs. right choices
	8.3 End of Chapter Summary
	8.4 Further Thoughts
9. Creativity, Innovations and Dynamics
	9.1 Innovations and Adaptive Dynamics
		9.1.1 Stimuli, feedback, and revisions
		9.1.2 Evolving innovations and emergent learning
	9.2 Creativity and Systems Thinking
		9.2.1 Integrating creativity and systems thinking
		9.2.2 Evolving creative problem-solving techniques
		9.2.3 Expanding creative problem-solving techniques
	9.3 Innovations, Inertial Thinking and Methods
		9.3.1 Staying abreast: Traditional vs. new methods
		9.3.2 Traditional vs. new techniques
	9.4 Synergy Effect
		9.4.1 Essentials of the synergy effect
		9.4.2 Synergy effect, patterns and interactions
	9.5 Questions, Iterative Cycles and Patterns
		9.5.1 Exponential growth pattern
		9.5.2 Goal-seeking pattern
		9.5.3 S-shaped growth with overshoot pattern
		9.5.4 S-shaped growth pattern
		9.5.5 Oscillation pattern
		9.5.6 Overshoot and collapse pattern
	9.6 End of Chapter Summary
	9.7 Further Thoughts
Appendix
Bibliography
Index