Process-based systems thinking—Challenging the boundaries of structure

Edwards, Lynn B.; Járos, G.G.

doi:10.1016/1061-7361(94)90015-9

Cited by 4 publications

(3 citation statements)

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“…that work together to accomplish the aim of the system" (Deming, 1993, p. 50). Systems theorists have described the need to shift from structure-based systems thinking (investigating systems from a mechanistic and structural point of view) to processbased systems thinking (investigating the dynamic nature of living systems) (Edwards and Jaros, 1994). This argument is based on the principle that living systems-by necessity-are both dynamic and autonomous.…”

Section: Knowledge-based Systemsmentioning

confidence: 99%

“…The emergent behaviors (Dupuy, 1989) of human systems are important when studying learning organizations. The emergent behavior is driven by "teleos," or an aim or purpose, and can be seen as a goal-directed behavior of the system (Edwards and Jaros, 1994). At first the teleos of an organization seems intuitively obvious-to produce goods or services for customers.…”

Section: Knowledge-based Systemsmentioning

confidence: 99%

“…Performance in the knowledge-based economy requires a greater focus on human systems, just as the industrial-based economy required a greater emphasis on physical systems. Changing our study of human systems requires a change in our way of thmkmg-from structure-based systems thinking to process-based systems thinking (Edwards and Jaros, 1994). To study human system processes such as inter-relatedness, interactions, and networking, we will not only need to change the tools we use as researchers but perhaps, more important, the way in which we use them.…”

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confidence: 99%

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The wizard's curtain: A reply from oregon

Sandow

Rhodes

1996

Human Resource Dev Quarterly

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Jacobs (1995) reported in his summer 1995 editorial ("Impressions About the Learning Organization") that in his reading of pertinent literature, attendance at professional conferences, and solicitation of the opinions of HRD practitioners, he has found critical analysis of the learning organization lackmg from a scholarly perspective. Jacobs cites a need to analyze learning organization strateges objectively to address practical questions such as, "How would managers know when their organization has in fact become a learning organization?" (p. 120). Primary among the concerns in his editorial is that no systematic analysis has been undertaken to identify attributes of the learning organization. In summary, Jacobs compares the concept of the learning organization to the wizard in The Wizurd of Oz. Just as Dorothy's dog, Toto, pulled back the wizards curtain to reveal the wizard as little more than a fraud, Jacobs believes that HRD scholars must ask the hard questions about important issues in the field to prevent the false belief that complex problems can be solved through the magc of wizards.If HRD practitioners and researchers share the belief that we are in a transition from the Industrial Age to the Knowledge Age, then this dialogue on management concepts such as Senge's learning organization is critical to our competitive position. As with Jacobs, we find little evidence in academic research literature of the concepts put forth by 5enge's learning organization (19931, Deming's system of profound knowledge (1993), NOMWS knowledgecreating companies (Nonaka and Takeuchi, 1995), and Wheatley's new sciences impact on organizational development (1992). However, we believe these authors' contributions represent fuzzy descriptions of an evolving understanding of human systems.In the study of these emergmg theories, it is important that we examine the epistemology of these human resource scholars. For us, the problem of contemporary concepts, such as learning organizations, does not lie with Jacobs wizard but the wizarcls curtain we create by continuing to view human systems through traditional research methods. The issue is not whether or not the wizard exists or whether the wizard is a fraud. We simply cannot see the FORUM is a nonrefereed section invitinE readers' reactions and opinions.

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Section: Knowledge-based Systemsmentioning

confidence: 99%

Section: Knowledge-based Systemsmentioning

confidence: 99%

mentioning

confidence: 99%

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