Front Cover -- Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture -- Copyright -- Contents -- Foreword to the Third Edition -- Foreword to the Second Edition -- Preface -- Acknowledgment -- Part One: System Philosophy: The Name of the Devil -- Chapter 1: How the GameIs Evolving -- 1.1 Imitation -- 1.2 Inertia -- 1.3 Suboptimization -- 1.4 Change of the game -- 1.5 Shift of paradigm -- 1.6 Interdependency and choice -- 1.6.1 On the Nature of Organization: The First Paradigm Shift -- 1.7 On the nature of inquiry -- 1.7.1 The Second Paradigm Shift -- 1.8 The competitive games -- 1.8.1 Mass Production - Interchangeability of Parts and Labor -- 1.8.2 Divisional Structure - Managing Growth and Diversity -- 1.8.3 Participative Management -- 1.8.4 Operations Research - Joint Optimization -- 1.8.5 Lean Production System - Flexibility and Control -- 1.8.6 Interactive Management - Design Approach -- Part Two: Systems Theory: The Nature of the Beast -- Chapter 2: Systems Principles -- 2.1 Openness -- 2.2 Purposefulness -- 2.2.1 Recap -- 2.3 Multidimensionality -- 2.3.1 Plurality of Function, Structure, and Process -- 2.3.2 Recap -- 2.4 Emergent Property -- 2.4.1 Recap -- 2.5 Counterintuitive Behavior -- 2.5.1 Recap -- Chapter 3: Sociocultural System -- 3.1 Self-organizatioN: movement toward a Łpredefined order -- 3.2 Information-bonded systems -- 3.3 Culture -- 3.4 Social learning -- 3.5 Culture as an operating system -- Chapter 4: Development -- 4.1 Schematic view of theoretical traditions -- 4.2 Systems view of development -- 4.3 Obstruction to development -- 4.3.1 Alienation -- 4.3.2 Polarization -- 4.3.3 Corruption -- 4.3.4 Terrorism -- 4.3.5 Recap -- Part Three: Systems Methodology: The Logic of the Madness -- Chapter 5: Holistic Thinking -- 5.1 Iterative process of inquiry -- 5.2 Systems dimensions.

5.2.1 Generation and Dissemination of Wealth -- 5.2.2 Generation and Dissemination of Power ( Centralization and Decentralization Happen at the Same Time) -- 5.2.3 Generation and Dissemination of Beauty: Social Integration -- 5.2.4 Generation and Dissemination of Knowledge -- 5.2.5 Generation and Dissemination of the Value: Conflict Management -- Chapter 6: Operational Thinking: Dynamic Systems: Dealingwith Chaos and Complexity -- 6.1 Complexity -- 6.1.1 Open Loop and Closed Loop Systems -- 6.1.2 Linear and Nonlinear Systems -- 6.2 Operational thinking, the iThink language -- 6.2.1 Connectors -- 6.2.2 Modeling Interdependency -- 6.3 Dynamics of throughput systems -- 6.3.1 Critical Properties of the Process -- 6.3.2 Model of the Process -- 6.3.3 Measurement and Learning -- Chapter 7: Design Thinking -- 7.1 Design thinking, as the systems methodology -- 7.2 Operating principles of design thinking -- 7.3 Modular design -- 7.4 Design and process of social change -- 7.5 Interactive design -- 7.5.1 Idealization -- 7.5.2 Realization - Successive Approximation -- 7.5.3 Dissolving the Second-Order Machine -- 7.6 Critical design elements -- 7.6.1 Measurement and Reward System (A Social Calculus) -- 7.6.2 Vertical Compatibility -- 7.6.3 Horizontal Compatibility -- 7.6.4 Temporal Compatibility -- 7.6.5 Target Costing -- Chapter 8: Formulating the Mess -- 8.1 Searching -- 8.1.1 Systems Analysis -- 8.1.2 Obstruction Analysis -- 8.1.3 System Dynamics -- 8.2 Mapping the Mess -- 8.3 Telling the Story -- 8.3.1 Formulating the Mess: A Case Review (Story of Utility Industry) -- 8.3.2 Success Changes the Game, Lack of Explicit Vision -- 8.3.3 Monopolistic, Cost Plus, Regulated Environment -- 8.3.4 The Non-Competitive Culture -- 8.3.5 The Input-Based Personnel Policy -- 8.3.6 Mediocrity, Tolerance of Incompetence -- 8.3.7 Structural Incompatibility.

8.3.8 Uncertainty About the Future -- 8.4 The Present Mess -- 8.4.1 Drivers Defining the Behavior of the Present State of the Economy -- 8.4.2 How the Game Is Evolving -- 8.5 Current Crisis and Future Challenges -- Chapter 9: Business Architecture -- 9.1 The system's boundary and business environment -- 9.2 Purpose -- 9.3 Functions -- 9.4 Structure -- 9.4.1 Output Dimension -- 9.4.2 Input Dimension -- 9.4.3 Market Dimension -- 9.4.4 Internal Market Economy -- 9.5 Processes -- 9.5.1 Planning, Learning, and Control System -- 9.5.2 Measurement System -- 9.5.3 Recap -- Part Four: Systems Practice: The Gutsy Few -- Chapter 10: The Oneida Nation -- 10.1 Desired specifications -- 10.2 Systems architecture -- 10.3 Governance -- 10.3.1 Governing Body -- 10.3.2 Chief of Staff -- 10.3.3 Planning, Learning, and Control System -- 10.3.4 Planning, Learning, and Control Board -- 10.4 Membership systems -- 10.4.1 Empowerment -- 10.4.2 The Tie That Bonds -- 10.4.3 Membership Network -- 10.4.4 Consensus-Building Process -- 10.4.5 Back to the Future -- 10.4.6 Performance Criteria and Measures -- 10.5 Learning systems -- 10.5.1 Learning to Learn (Formal Education) -- 10.5.2 Learning to Be (Cultural Education) -- 10.5.3 Learning to Do (Professional Education) -- 10.5.4 Support Functions -- 10.5.5 Advocacy Functions -- 10.5.6 Oneida Multiversity -- 10.5.7 Performance Criteria and Measures -- 10.6 Business systems -- 10.6.1 Services Sector -- 10.6.2 Industry Sector -- 10.6.3 Leisure Sector -- 10.6.4 Land and Agriculture Sector -- 10.6.5 Marketing Sector -- 10.6.6 Governance and Intersystem Relationships -- 10.7 Core services -- 10.7.1 Government Services Division -- 10.7.2 Infrastructure Development Division -- 10.7.3 Ordinance Division -- 10.7.4 Performance Criteria and Measures -- 10.7.5 Governance and Oversight -- 10.8 External environment -- 10.9 Judicial system.

10.9.1 Contextual Analysis -- 10.9.2 Contextual Challenge -- 10.9.3 Democratic Challenge -- Chapter 11: Butterworth Health System -- 11.1 Issues, concerns, and expectations -- 11.2 Design specifications -- 11.3 The Architecture -- 11.4 Market dimension -- 11.4.1 Market Access -- 11.5 Care System -- 11.5.1 Contextual Background -- 11.5.2 Desired Specifications -- 11.5.3 Common Features -- 11.5.4 Preventive Care -- 11.5.5 Interventional Care -- 11.5.6 Viability Care -- 11.5.7 Terminal Care -- 11.6 Output dimension -- 11.6.1 Alternative One: Traditional Functional Structure -- 11.6.2 Alternative Two: Modular Structure -- 11.6.3 Health Delivery System Design: The Makeup -- 11.6.4 Community-Based Health Delivery System -- 11.6.5 Specialized Health Delivery System -- 11.6.6 Shared Services -- 11.7 Core knowledge -- 11.8 Shared services -- 11.8.1 Need for Centralization -- 11.8.2 Control Versus Service -- 11.8.3 Customer Orientation -- 11.9 Health delivery system, core knowledge, and care system interactions -- 11.10 The executive office -- 11.11 Recap -- Chapter 12: The Marriott Corporation -- 12.1 The environment: how the game is evolving -- 12.1.1 Bases for Competition -- 12.2 Purpose -- 12.2.1 Principles and Desired Characteristics -- 12.2.2 Mission -- 12.3 The architecture -- 12.3.1 Product/Market Mix -- 12.3.2 Region/Market Operation -- 12.3.3 Brand Management -- 12.3.4 Core Components -- 12.3.5 Core Knowledge -- 12.3.6 Critical Processes -- 12.4 Recap -- Chapter 13: Commonwealth Energy System -- 13.1 Stakeholders' Expectations -- 13.1.1 Shareholders' Expectations -- 13.1.2 Regulators' Expectations -- 13.1.3 Employees' Expectations -- 13.1.4 Customers' Expectations -- 13.1.5 Suppliers' Expectations -- 13.1.6 Public's Expectations -- 13.2 Business Environment -- 13.2.1 The Changing Game: The Energy Industry -- 13.2.2 The Changing Game: COM/Energy.

13.3 Design -- 13.3.1 Purpose and Strategic Intent -- 13.3.2 Core Values and Desired Specifications -- 13.4 General Architecture -- 13.5 Core Business Units: Gas and Electricity Distribution -- 13.5.1 Customer-Oriented Business Units: Energy ŁSupply Systems and Management Services -- 13.5.2 Cogeneration and Packages of Energy ŁSupply (Industrial and Commercial) -- 13.5.3 Energy Efficiency and Electrotechnologies (Residential and Commercial) -- 13.6 Technology/Supply-Oriented Business Units: Energy Generation and Supply -- 13.6.1 Energy Generation (Canal) -- 13.6.2 Gas Storage (LNG) -- 13.6.3 Steam Services -- 13.7 Energy Brokerage and International Operations -- 13.7.1 Energy Brokerage -- 13.7.2 International Operations -- 13.8 Shared Services (Performance Centers) -- 13.8.1 Service Company -- 13.8.2 Financial Systems -- 13.9 Executive Office -- 13.9.1 Core Knowledge Pool -- 13.9.2 Learning and Control System -- Chapter 14: Carrier Corporation -- 14.1 Expectations, assumptions, and specifications -- 14.1.1 The Changing Game: In General -- 14.1.2 The Changing Game: The HVAC Industry -- 14.1.3 Drivers for Change -- 14.1.4 Bases for Competition -- 14.2 Core Values -- 14.2.1 Products and Services -- 14.2.2 Core Technology and Know-How -- 14.2.3 Sales and Distribution System -- 14.3 Systems Architecture -- 14.3.1 Desired Characteristics -- 14.3.2 A Multidimensional Framework -- 14.4 Markets -- 14.4.1 Regional Units -- 14.4.2 Area Units -- 14.5 Output units -- 14.6 Components -- 14.7 Inputs -- 14.7.1 The Technology -- 14.7.2 Operational Support (Process Design) -- 14.7.3 Management Support Services -- 14.8 Business Processes -- 14.8.1 Decision System -- 14.8.2 Performance Measurement and Reward System -- 14.8.3 Target Costing and Variable Budgeting System -- Author Biography -- Conclusion -- References -- Index.