Preface xi -- Acronyms xv -- Introduction xvii -- Part 1 The Emergence of Critical Systems Thinking 1 -- 1 The Scientific Method 3 -- 1.1 Introduction 3 -- 1.2 Early Systems Thinking 4 -- 1.3 The Ascendancy of the Scientific Method 5 -- 1.4 Romanticism and Disquiet 7 -- 1.5 The Challenge of Complexity 10 -- 1.6 Science and the Scientific Method in the Spotlight 13 -- 1.7 Conclusion 15 -- References 17 -- 2 Systems Thinking 19 -- 2.1 Introduction 19 -- 2.2 The Challenge Confronting Systems Thinking 20 -- 2.3 Complexity and Wicked Problems 21 -- 2.4 The Search for General Systems Laws 24 -- 2.4.1 Bogdanov and Tektology 24 -- 2.4.2 Von Bertalanffy and General Systems Theory 25 -- 2.4.3 Wiener and Cybernetics 27 -- 2.4.4 Complexity Theory 30 -- 2.5 The 'Problem' of Emergence 34 -- 2.6 A Pluralistic Approach to the Use of Systems Thinking 38 -- 2.7 The Development of Systems Methodologies 39 -- 2.8 Conclusion 41 -- References 42 -- 3 Critical Systems Thinking 47 -- 3.1 Introduction 47 -- 3.2 The Origins and Early Development of Critical Systems Thinking 48 -- 3.3 Systemic Critique 50 -- 3.4 Systemic Pluralism 52 -- 3.5 Systemic Improvement 53 -- 3.6 The Argument for Systemic Pragmatism 55 -- 3.6.1 From Paradigms to Pragmatism 55 -- 3.6.2 What Is Pragmatism? 56 -- 3.6.3 Towards Systemic Pragmatism 59 -- 3.7 Conclusion 64 -- References 64 -- Part 2 Critical Systems Practice 69 -- 4 Critical Systems Practice: An Overview 71 -- 4.1 Introduction 71 -- 4.2 The Origins of Critical Systems Practice 71 -- 4.3 Contemporary Critical Systems Practice 72 -- 4.3.1 Essence 72 -- 4.3.2 The EPIC Framework 73 -- 4.3.3 The Four Stages 73 -- 4.3.3.1 Explore the Situation of Interest 73 -- 4.3.3.2 Produce an Intervention Strategy 75 -- 4.3.3.3 Intervene Flexibly 76 -- 4.3.3.4 Check on Progress 76 -- 4.4 Considerations on the Nature of Critical Systems Practice 77 -- 4.5 Related Approaches 79 -- 4.6 Conclusion 82 -- References 82 -- 5 Critical Systems Practice 1 - Explore the Situation of Interest 85 -- 5.1 Introduction 85 -- 5.2 Explore - Preliminaries 85 -- 5.2.1 Metaphors and World Hypotheses in Philosophy 87 -- 5.2.2 Paradigms and Metaphors in Organisation Theory 89 -- 5.2.3 Multiperspectival Approaches in Systems Thinking 91 -- 5.3 Explore - Process 91 -- 5.3.1 View the Situation of Interest from Five Systemic Perspectives 92 -- 5.3.1.1 The Mechanical Systemic Perspective 93 -- 5.3.1.2 The Interrelationships Systemic Perspective 94 -- 5.3.1.3 The Organismic Systemic Perspective 95 -- 5.3.1.4 The Purposeful Systemic Perspective 97 -- 5.3.1.5 The Societal/Environmental Systemic Perspective 99 -- 5.3.2 Identify Primary and Secondary Issues 100 -- 5.4 Explore - Example: The Early Days of the COVID- 19 Pandemic in the United Kingdom 101 -- 5.5 Explore - Issues 106 -- 5.6 Conclusion 109 -- References 110 -- 6 Critical Systems Practice 2 - Produce an Intervention Strategy 113 -- 6.1 Introduction 113 -- 6.2 Produce - Preliminaries 114 -- 6.3 Produce - Process 115 -- 6.3.1 Appreciate the Variety of Systems Approaches 115 -- 6.3.2 Choose Appropriate Systems Methodologies 118 -- 6.3.2.1 Engineering Systems Methodologies 118 -- 6.3.2.2 System Dynamics 122 -- 6.3.2.3 Living Systems Methodologies 127 -- 6.3.2.4 Soft Systems Methodologies 134 -- 6.3.2.5 Emancipatory Systems Methodologies 141 -- 6.3.3 Choose Appropriate Systems Models and Methods 145 -- 6.3.4 Structure, Schedule and Set Objectives for the Intervention 145 -- 6.4 Produce - Examples 146 -- 6.5 Produce - Issues 149 -- 6.6 Conclusion 152 -- References 153 -- 7 Critical Systems Practice 3 - Intervene Flexibly 159 -- 7.1 Introduction 159 -- 7.2 Intervene - Preliminaries 159 -- 7.3 Intervene - Process 160 -- 7.3.1 Use Systems Methodologies, Models and Methods Flexibly 160 -- 7.3.2 Stay Alert to the Evolving Situation (Revisit Stage 1) 160 -- 7.3.3 Stay Flexible About Appropriate Methodologies, Models and Methods (Revisit Stage 2) 160 -- 7.4 Intervene - Examples 162 -- 7.5 Intervene - Issues 169 -- 7.6 Conclusion 170 -- References 170 -- 8 Critical Systems Practice 4 - Check on Progress 173 -- 8.1 Introduction 173 -- 8.2 Check - Preliminaries 174 -- 8.2.1 Systemic Evaluation: The Single Systems Methodology Approach 176 -- 8.2.2 Systemic Evaluation: The Systems Concepts Approach 177 -- 8.2.3 Systemic Evaluation: The Critical Systems Thinking Approach 180 -- 8.3 Check - Process 181 -- 8.3.1 Evaluate the Improvements Achieved 181 -- 8.3.2 Reflect on the Learning Gained About the Systems Approaches Used 182 -- 8.3.3 Discuss and Agree Next Steps 184 -- 8.4 Check - Examples 184 -- 8.5 Check - Issues 187 -- 8.6 Conclusion 189 -- References 189 -- Part 3 Towards a Systems Thinking World 193 -- 9 Critical Systems Leadership: Overcoming the Implementation Barriers 195 -- 9.1 Introduction 195 -- 9.2 The Growing Interest in Systems Thinking 196 -- 9.3 Overcoming the Barriers to Implementation 200 -- 9.3.1 Misconceptions About Systems Thinking 201 -- 9.3.2 Problems with Systems Thinking 201 -- 9.3.3 Contextual Factors 205 -- 9.4 Critical Systems Leadership 209 -- 9.4.1 Attributes of Critical Systems Leadership 210 -- 9.4.1.1 Collective Leadership and Collaboration 210 -- 9.4.1.2 Communication of a Vision and Open Dialogue 210 -- 9.4.1.3 Co- creation 211 -- 9.4.1.4 Attention to Managing the Collaboration 211 -- 9.4.1.5 An Open Approach to Learning 211 -- 9.4.1.6 An Ethical Orientation 211 -- 9.4.1.7 Promotion of Appropriate Evaluation 211 -- 9.4.2 Mindset for Critical Systems Leadership 212 -- 9.4.3 Methodological Competence for Critical Systems Leadership 212 -- 9.5 Conclusion 213 -- References 214 -- Conclusion 219 -- Index 223.