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Journal articles on the topic 'Systems thinking'

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Published: 4 June 2021
Last updated: 1 August 2024

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1

Ackoff, Russell L. "Systems thinking and thinking systems." System Dynamics Review 10, no. 2-3 (1994): 175–88. http://dx.doi.org/10.1002/sdr.4260100206.

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2

Waldman, J. D. "Thinking systems need systems thinking." Systems Research and Behavioral Science 24, no. 3 (July 30, 2007): 271–84. http://dx.doi.org/10.1002/sres.828.

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3

Frank, Moti. "Engineering systems thinking and systems thinking." Systems Engineering 3, no. 3 (2000): 163–68. http://dx.doi.org/10.1002/1520-6858(200033)3:3<163::aid-sys5>3.0.co;2-t.

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4

Knippa, Sara, and Rosemary Timmerman. "Systems Thinking." Critical Care Nurse 42, no. 1 (February 1, 2022): 74–78. http://dx.doi.org/10.4037/ccn2022225.

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5

Dearey, Paul. "Systems Thinking." Philosophy of Management 2, no. 3 (2002): 73–82. http://dx.doi.org/10.5840/pom20022316.

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6

Roderick, Ian. "Systems Thinking." International Journal of Systems and Society 1, no. 1 (January 2014): 53–54. http://dx.doi.org/10.4018/ijss.2014010105.

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7

Botla, Lakshmaiah. "Systems Thinking." Journal of Human Values 15, no. 1 (January 2009): 77–90. http://dx.doi.org/10.1177/097168580901500106.

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8

Williams, Warren, David Lyalin, and Phyllis A. Wingo. "Systems Thinking." Journal of Public Health Management and Practice 11, no. 6 (November 2005): 550–53. http://dx.doi.org/10.1097/00124784-200511000-00012.

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9

Cabrera, Derek, Laura Colosi, and Claire Lobdell. "Systems thinking." Evaluation and Program Planning 31, no. 3 (August 2008): 299–310. http://dx.doi.org/10.1016/j.evalprogplan.2007.12.001.

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10

Khan, Azam. "Thinking Tools for Systems Thinking." Technology|Architecture + Design 5, no. 2 (July 3, 2021): 134–39. http://dx.doi.org/10.1080/24751448.2021.1967051.

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11

Conti, Tito. "Quality thinking and systems thinking." TQM Magazine 18, no. 3 (May 2006): 297–308. http://dx.doi.org/10.1108/09544780610660013.

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12

Richardson, George P. "Systems thinkers, systems thinking." System Dynamics Review 10, no. 2-3 (1994): 95–99. http://dx.doi.org/10.1002/sdr.4260100202.

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13

Gill, Kate M. "Systems thinking or systems engineering." International Journal of Intelligent Defence Support Systems 2, no. 3 (2009): 202. http://dx.doi.org/10.1504/ijidss.2009.030584.

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14

Camelia, Fanny, and Timothy L. J. Ferris. "Systems Thinking in Systems Engineering." INCOSE International Symposium 26, no. 1 (July 2016): 1657–74. http://dx.doi.org/10.1002/j.2334-5837.2016.00252.x.

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15

Brethower, Dale M., and Peter-Cornelius Dams. "Systems thinking (and systems doing)." Performance Improvement 38, no. 1 (January 1999): 37–50. http://dx.doi.org/10.1002/pfi.4140380109.

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16

Lobanov, A. S. "Systems thinking manager." Scientific and Technical Information Processing 36, no. 3 (June 2009): 140–44. http://dx.doi.org/10.3103/s0147688209030022.

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17

McLeroy, Kenneth. "Thinking of Systems." American Journal of Public Health 96, no. 3 (March 2006): 402. http://dx.doi.org/10.2105/ajph.2005.084459.

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18

Goodchild, Melanie. "Relational Systems Thinking." Journal of Awareness-Based Systems Change 1, no. 1 (February 25, 2021): 75–103. http://dx.doi.org/10.47061/jabsc.v1i1.577.

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We explore the notion of the need to decolonize systems thinking and awareness. Taking a specifically Indigenous approach to both knowledge creation and knowledge sharing, we look at awareness-based systems change via a Haudenosaunee (Mohawk) two-row visual code. The authors explore the sacred space between Indigenous and non-Indigenous ways of thinking and knowing, to identify pathways for peaceful co-existence of epistemologies. Based on conversations with Haudenosaunee elders and Western systems thinkers, along with data from a DoTS webinar, we identify cross-cultural dialogues as a doorway to healing, to transformation and to spiritual understanding. A reconnection with Mother Earth and with each other is fundamental to disrupting global patterns of trauma and mass corrosion of the spirit.
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19

Goodchild, Melanie. "Relational Systems Thinking." Journal of Awareness-Based Systems Change 2, no. 1 (May 31, 2022): 53–76. http://dx.doi.org/10.47061/jabsc.v2i1.2027.

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This paper extends the analysis begun in Goodchild (2021), with suggestions for engaging with the spirit of relational systems thinking as a dynamic interface theoretical model. It is a perspective offered to help systems change practitioners and scholars transcend binary and hierarchical thinking, in the sacred space between worldviews, to embrace a complexity mindset informed by Indigenous wisdom. It is not about the what of deep systems awareness, but the how.
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20

van Eijnatten, Frans M. "Chaordic systems thinking." Learning Organization 11, no. 6 (December 2004): 430–49. http://dx.doi.org/10.1108/09696470410548791.

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21

Merker, Renate, Wolfgang Schwarz, Helmut Schreiber, and Tanya Zlateva. "Thinking in Systems." AEU - International Journal of Electronics and Communications 69, no. 1 (January 2015): 151–52. http://dx.doi.org/10.1016/j.aeue.2014.08.008.

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22

Konkarikoski, K., R. Ritala, and H. Ihalainen. "Practical systems thinking." Journal of Physics: Conference Series 238 (July 1, 2010): 012007. http://dx.doi.org/10.1088/1742-6596/238/1/012007.

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23

Gray, Steven. "Measuring systems thinking." Nature Sustainability 1, no. 8 (August 2018): 388–89. http://dx.doi.org/10.1038/s41893-018-0121-1.

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24

Lamb, Caroline T., and Donna H. Rhodes. "2.2.1 Collaborative Systems Thinking Research: Exploring systems thinking within teams." INCOSE International Symposium 18, no. 1 (June 2008): 222–33. http://dx.doi.org/10.1002/j.2334-5837.2008.tb00802.x.

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25

Forlizzi, Jodi. "Where is the thinking in systems thinking?" Interactions 18, no. 2 (March 2011): 49–51. http://dx.doi.org/10.1145/1925820.1925831.

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26

Whitehead, N. Peter, William T. Scherer, and Michael C. Smith. "Systems Thinking About Systems Thinking A Proposal for a Common Language." IEEE Systems Journal 9, no. 4 (December 2015): 1117–28. http://dx.doi.org/10.1109/jsyst.2014.2332494.

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27

Byass, P. "Systems thinking for health systems strengthening." Public Health 125, no. 2 (February 2011): 117–18. http://dx.doi.org/10.1016/j.puhe.2010.10.004.

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28

Atun, R. "Health systems, systems thinking and innovation." Health Policy and Planning 27, suppl 4 (September 26, 2012): iv4—iv8. http://dx.doi.org/10.1093/heapol/czs088.

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29

MULEJ, MATJAZ, MAJDA BASTIC, JANKO BELAK, JOZICA KNEZ-RIEDL, MARJAN PIVKA, VOJKO POTOCAN, MIROSLAV REBERNIK, DUSKO URŝIĉ, ZDENKA ZENKO, and Nastja Mulej. "INFORMAL SYSTEMS THINKING OR SYSTEMS THEORY." Cybernetics and Systems 34, no. 2 (March 2003): 71–92. http://dx.doi.org/10.1080/01969720302868.

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30

Xu, Li D. "Systems thinking for information systems development." Systems Practice 8, no. 6 (December 1995): 577–89. http://dx.doi.org/10.1007/bf02253735.

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31

Wang, Zhongtuo. "Systems intuition: Oriental systems thinking style." Journal of Systems Science and Systems Engineering 12, no. 2 (June 2003): 129–37. http://dx.doi.org/10.1007/s11518-006-0125-7.

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32

Newhofer, Frank. "Systems Thinking in Education." FORUM 45, no. 2 (2003): 75. http://dx.doi.org/10.2304/forum.2003.45.2.11.

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33

Wong, Leslie P. "Systems Thinking and Leadership." Clinical Journal of the American Society of Nephrology 13, no. 4 (March 22, 2018): 655–62. http://dx.doi.org/10.2215/cjn.09740917.

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Infections are the second leading cause of death for patients with ESKD. Despite multiple efforts, nephrologists have been unable to prevent infections in dialysis facilities. The American Society of Nephrology and the Centers for Disease Control and Prevention have partnered to create Nephrologists Transforming Dialysis Safety to promote nephrologist leadership and engagement in efforts to “Target Zero” preventable dialysis infections. Because traditional approaches to infection control and prevention in dialysis facilities have had limited success, Nephrologists Transforming Dialysis Safety is reconceptualizing the problem in the context of the complexity of health care systems and organizational behavior. By identifying different parts of a problem and attempting to understand how these parts interact and produce a result, systems thinking has effectively tackled difficult problems in dynamic settings. The dialysis facility is composed of different physical and human elements that are interconnected and affect not only behavior but also, the existence of a culture of safety that promotes infection prevention. Because dialysis infections result from a complex system of interactions between caregivers, patients, dialysis organizations, and the environment, attempts to address infections by focusing on one element in isolation often fail. Creating a sense of urgency and commitment to eradicating dialysis infections requires leadership and motivational skills. These skills are not taught in the standard nephrology or medical director curriculum. Effective leadership by medical directors and engagement in infection prevention by nephrologists are required to create a culture of safety. It is imperative that nephrologists commit to leadership training and embrace their potential as change agents to prevent infections in dialysis facilities. This paper explores the systemic factors contributing to the ongoing dialysis infection crisis in the United States and the role of nephrologists in instilling a culture of safety in which infections can be anticipated and prevented.
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34

Lawrie, N. L. "Systems Thinking in Action." Journal of the Operational Research Society 37, no. 10 (October 1986): 1015. http://dx.doi.org/10.2307/2582291.

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35

Mahaffy, Peter, Stephen Matlin, Marietjie Potgieter, Bipul Saha, Aurelia Visa, Sarah Cornell, Felix Ho, Vicente Talanquer, Jane Wissinger, and Vania Zuin. "Systems Thinking and Sustainability." Chemistry International 43, no. 4 (October 1, 2021): 6–10. http://dx.doi.org/10.1515/ci-2021-0402.

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Abstract A 3-year IUPAC project Systems Thinking in Chemistry for Sustainability: Toward 2030 and Beyond (STCS 2030+, IUPAC Project #2020-014-3-050) [1] launched in late 2020 is breaking important new ground in addressing chemistry’s orientations, roles, and responsibilities in the 21st Century and helping to map out implications for chemistry education, research, and practice. In taking on this ambitious task, STCS 2030+ draws on expertise available within IUPAC’s own structures, as a project co-sponsored by three IUPAC standing committees: the Committee on Chemistry Education (CCE), the Committee on Chemistry and Industry (COCI) and the Interdivisional Committee on Green Chemistry for Sustainable Development (ICGCSD). The project is also working with other organizations, such as the International Organization for Chemical Sciences in Development (IOCD), which is a co-supporter, and involves collaborators with individuals from organizations that include the Stockholm Resilience Centre [2], the American Chemical Society (ACS) Green Chemistry Institute [3], the International Year of Basic Sciences for Sustainable Development (IYBSSD 2022-23) [4], and chemistry educators and chemical industry from around the world.
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36

CAVALERI, STEVEN A. "Systems Thinking for Knowledge." World Futures 61, no. 5 (July 2005): 378–96. http://dx.doi.org/10.1080/026040290500606.

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37

Jones, Peter, and Alan Huelin. "Thinking about Catering Systems." International Journal of Operations & Production Management 10, no. 8 (August 1990): 42–52. http://dx.doi.org/10.1108/01443579010137573.

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38

Lawrie, N. L. "Systems Thinking in Action." Journal of the Operational Research Society 37, no. 10 (October 1986): 1015–17. http://dx.doi.org/10.1057/jors.1986.172.

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39

Kumar, Komal, Maryn Reyneke, Tinus Du Toit, Dave Thompson, Zunaid Barday, Kathryn Manning, Ike Okpechi, Nicola Wearne, and Elmi Muller. "A Systems Thinking Approach." Transplantation 102 (July 2018): S561. http://dx.doi.org/10.1097/01.tp.0000543425.95491.33.

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40

Korn, Janos. "Crises and Systems Thinking." Acta Europeana Systemica 8 (July 10, 2020): 93–106. http://dx.doi.org/10.14428/aes.v8i1.56283.

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Tragedy, disaster or disorder precedes a situation labelled ‘crisis’, if it occurs. Tragedy, disaster or disorder is potentially present in all scenarios which function according to expectations or normally, they are dormant in any part of the world. A structural or linguistic model of a scenario reveals its constituents i.e. objects or agents, their properties and qualified interactions as seen by an investigator. Thus, objects and interactions are open to unravelling those features which are considered prone to tragedy or vulnerable to disasters or possibly incurring disorder, each to a varying degree. Therefore, new structures can be foreseen, planned, designed and introduced into a scenario to reduce chances of disasters occurring and possibly followed by crisis situations. A linguistic, operational model also allows the analysis and simulation of scenarios when real or imaginary crisis has occurred and crisis management has been introduced with effectiveness measured by ‘certainty factors’, for example. Currently workers in the field of crisis appear to concentrate on its nature and management and express their ideas in a descriptive manner. In this paper this is supplemented by showing how background scenarios can be operationally modelled in which potential tragedies, disasters or disorders are embedded. Crisis management is seen as a kind of problem solving and as such is amenable to being engineered by the method introduced here.
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41

Midgley, Gerald. "Variety in systems thinking." Systems Practice 6, no. 6 (December 1993): 669. http://dx.doi.org/10.1007/bf01059483.

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42

Midgley, Gerald. "Systems thinking and ecology." Systems Practice 6, no. 5 (October 1993): 565–66. http://dx.doi.org/10.1007/bf01059513.

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43

Hummelbrunner, Richard. "Systems thinking and evaluation." Evaluation 17, no. 4 (October 2011): 395–403. http://dx.doi.org/10.1177/1356389011421935.

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44

Korn, Janos. "Crisis in systems thinking." Kybernetes 49, no. 7 (July 19, 2019): 1915–34. http://dx.doi.org/10.1108/k-01-2019-0026.

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Purpose The current field of systems thinking consists of a variety of views, methods and a number of organisations involved with these views which suggests a state of confusion and fragmentation of the field which fundamentally is supposed to be a uniform view of structures or systems. This can be interpreted as a “crisis situation”. A resolution of the crisis in the form of a “new science of systems” is proposed. Assuming this new science becomes part of the field of systems thinking, a debate of the elements of the field is suggested with a view to consider its current state and future developments. “Crisis - resolution - debate” is the central theme of the paper. Design/methodology/approach The field of current systems thinking is described in terms of views, methods and organisations and is seen as the “problematic issue”. A “new science of systems” strongly rooted in natural language as its primary symbolism and consisting of three general principles of systems and linguistic modelling is outlined to be considered as the resolution of the crisis. A set of criteria is discussed for use of judging the quality of models and element of the field of systems thinking including the “new science of systems”. To demonstrate a preliminary use of these criteria, the same example is worked out using both, the “soft systems methodology” and “linguistic modelling” for comparison. Findings The universal view of parts of the world as structures or systems is inconsistent with the multiple methods basically pursuing the same purpose: modelling aspects of systems which prevail in current systems thinking. To try to resolve this anomaly an equally universally applicable approach, the “new science of systems” is proposed which can also serve as an aid to problem solving, in particular to an integrated systems and product design. This approach is to be part of the suggested debate of the field of systems thinking. In general, there is no alternative to the structural view. Research limitations/implications The “new science of systems”, if found acceptable, can offer research opportunities in new applications of accepted branches of knowledge like logic, linguistics, mathematics of ordered pairs, uncertainties and in the philosophy of science. New teaching schemes can be developed at classroom level combined with engineering as creator of novelties with linguistics as the symbolism to supplement mathematics. Further considerations can be given to current methodologies of systems thinking as part of a debate with a view of future developments in exploring pioneering ideas. New software is needed for working out the dynamics of scenarios. Practical implications The debate, if it takes place, should result in new developments in the field of systems thinking such as concepts accepted as fundamental in the discipline of systems. Applications of the “new science of systems” to larger scale scenarios and organisations guided by the universal scheme in Figure 1 and linguistic modelling with software are needed for development of schemes for problem solving schemes “utilising” or “producing” products. Social implications The “new science of systems” is rooted in accepted branches of knowledge; it is highly teachable at school and university levels and should lead to use by professionals and in everyday life activities once found acceptable. The use of the scheme in Figure 1 should help in clarifying confusing scenarios and to aid problem solving. Originality/value The suggestion of a debate is an original idea. The “new science of systems” consists of three general principles of systems implemented by linguistic modelling of static and dynamic states. Mathematics of uncertainty and topics from conventional science at the object level supplement the “new science” which together form the “scientific enterprise”. The notions of cognitive value and informative content of models are introduced for evaluating their cognitive worth.
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45

Herlihy, John F. "Systems thinking: Out there?" Nursing Management (Springhouse) 31, no. 8 (August 2000): 8. http://dx.doi.org/10.1097/00006247-200008000-00003.

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46

Perdicoúlis, Anastássios. "Systems thinking and SEA." Impact Assessment and Project Appraisal 34, no. 2 (February 29, 2016): 176–79. http://dx.doi.org/10.1080/14615517.2016.1152731.

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47

Hodgson, Anthony M. "Hexagons for systems thinking." European Journal of Operational Research 59, no. 1 (May 1992): 220–30. http://dx.doi.org/10.1016/0377-2217(92)90019-6.

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48

Mitchell, Melanie. "Complex systems: Network thinking." Artificial Intelligence 170, no. 18 (December 2006): 1194–212. http://dx.doi.org/10.1016/j.artint.2006.10.002.

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49

Ragsdell, Gillian. "Systems thinking at Lincoln." Systems Research and Behavioral Science 16, no. 4 (July 1999): 392–94. http://dx.doi.org/10.1002/(sici)1099-1743(199907/08)16:4<392::aid-sres324>3.0.co;2-n.

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50

Warfield, John N. "Editorial: Thinking about systems." Systems Research 4, no. 4 (December 1987): 227–34. http://dx.doi.org/10.1002/sres.3850040402.

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