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Systems: Origin and Evolution, Terms and Concepts |
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1 | (23) |
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1 | (1) |
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The Origin and Evolution of Systems Science |
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2 | (4) |
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Systems Terms and Concepts |
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6 | (15) |
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6 | (1) |
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7 | (14) |
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21 | (2) |
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21 | (2) |
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23 | (16) |
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23 | (1) |
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Coming to Grips with Complexity |
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24 | (12) |
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24 | (1) |
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Communication and Control |
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25 | (3) |
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Organization and Behavior |
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28 | (3) |
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31 | (1) |
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32 | (1) |
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32 | (2) |
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34 | (1) |
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One Dimension beyond Three Ranges of Complexity |
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34 | (2) |
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Aesthetic Measures: A Case Study |
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36 | (1) |
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37 | (2) |
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38 | (1) |
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39 | (10) |
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39 | (1) |
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The Nature of Measurement |
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40 | (1) |
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Numerals, Numbers, and Other Symbols |
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40 | (1) |
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40 | (1) |
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40 | (1) |
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41 | (3) |
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41 | (1) |
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42 | (2) |
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Problems Associated with Measurement |
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44 | (4) |
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44 | (1) |
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45 | (1) |
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46 | (1) |
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46 | (1) |
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46 | (1) |
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The Experiential Approach |
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47 | (1) |
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48 | (1) |
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48 | (1) |
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Systems and Modeling: Diagrams and System Identification |
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49 | (28) |
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49 | (3) |
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52 | (1) |
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53 | (8) |
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53 | (5) |
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58 | (1) |
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59 | (2) |
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61 | (5) |
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61 | (2) |
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63 | (1) |
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63 | (1) |
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Hierarchical Representations |
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64 | (2) |
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Hard System Diagrams and Messy Situations |
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66 | (3) |
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Element, Relationship, and Boundary Identification |
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69 | (5) |
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69 | (1) |
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Data Filtering for Information Production |
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69 | (1) |
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70 | (4) |
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74 | (3) |
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74 | (3) |
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Systems View of Management and Organizations |
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77 | (20) |
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77 | (1) |
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The Contribution of Organization Theory |
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78 | (3) |
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78 | (1) |
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79 | (1) |
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The Human Relations Model |
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79 | (1) |
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80 | (1) |
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Stafford Beer's VSM and the Cybernetic Perspective |
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81 | (6) |
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Cybernetics and Organization Theory on Trial |
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87 | (4) |
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Case Study: The VSM Used to Describe an Organization |
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91 | (4) |
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91 | (1) |
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91 | (1) |
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92 | (3) |
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95 | (2) |
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96 | (1) |
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Systems Approach to ``Problem Solving'' |
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97 | (44) |
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97 | (1) |
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97 | (2) |
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Hard Systems Methodologies |
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99 | (9) |
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99 | (1) |
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100 | (2) |
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102 | (3) |
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105 | (3) |
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108 | (1) |
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Soft Systems Methodologies |
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108 | (8) |
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108 | (1) |
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Soft Systems Methodologies |
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109 | (6) |
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115 | (1) |
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116 | (15) |
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116 | (1) |
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Architecture of Systems Problem Solving |
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116 | (3) |
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Toward a System of Systems Methodologies |
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119 | (6) |
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Toward a Problem Management Tool Kit for Pragmatists |
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125 | (2) |
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Isolationists' Homogeneous Systems Style |
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127 | (1) |
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Total Systems Intervention |
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128 | (2) |
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130 | (1) |
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Teaching and Learning Methodologies |
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131 | (3) |
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131 | (1) |
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Rules of (Jenkins's) Systems Engineering Methodology |
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131 | (1) |
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Rules of Soft Systems Methodology |
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132 | (1) |
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133 | (1) |
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Case Study: Creative Problem Solving in a Biotechnology Company |
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134 | (5) |
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134 | (1) |
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134 | (1) |
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135 | (4) |
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139 | (2) |
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140 | (1) |
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Systems Theory in International Relations |
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141 | (10) |
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141 | (1) |
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Systems and International Relations |
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141 | (7) |
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141 | (1) |
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142 | (6) |
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148 | (3) |
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149 | (2) |
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Building Models of Dynamic Processes |
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151 | (74) |
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151 | (1) |
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152 | (6) |
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152 | (1) |
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A Methodology for Modeling Structured Situations |
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152 | (6) |
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Using Letters Instead of Numbers |
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158 | (2) |
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160 | (29) |
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160 | (1) |
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161 | (1) |
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161 | (1) |
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Mathematical Process Models |
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161 | (14) |
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175 | (13) |
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188 | (1) |
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189 | (5) |
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189 | (1) |
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Solving Differential Equations Using Digital Computers |
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189 | (2) |
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191 | (2) |
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Simulation Languages and Packages |
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193 | (1) |
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194 | (29) |
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194 | (1) |
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194 | (2) |
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Fluid---Electrolyte Acid---Base Balance |
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196 | (1) |
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197 | (1) |
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197 | (8) |
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Transfer Function Modeling |
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205 | (3) |
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Compact Compartmental Modeling |
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208 | (2) |
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Comparison of the Compact Approaches |
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210 | (1) |
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A Complex Control System Model |
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211 | (4) |
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Consideration of the Complex Approach |
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215 | (3) |
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218 | (2) |
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Qualitative, Quantitative, and Logical Modeling Approaches |
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220 | (3) |
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223 | (1) |
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223 | (2) |
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224 | (1) |
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225 | (10) |
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225 | (1) |
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226 | (6) |
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232 | (1) |
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233 | (2) |
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233 | (2) |
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System and Model Decomposition |
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235 | (10) |
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235 | (1) |
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236 | (1) |
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Analysis of FCS Representations by Structural Decomposition |
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236 | (1) |
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Mathematical Representation of a Stochastic FCS |
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237 | (2) |
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Model Development and Decomposition |
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239 | (4) |
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239 | (1) |
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Conversion to a Markov Process |
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240 | (2) |
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Decomposition and Analysis |
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242 | (1) |
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243 | (2) |
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244 | (1) |
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Systems Science: Making Sense of the Philosophical Issues |
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245 | (12) |
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245 | (1) |
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246 | (2) |
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246 | (1) |
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Four Main Areas of Dispute |
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247 | (1) |
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248 | (1) |
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Making Sense of the Issues |
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248 | (3) |
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248 | (1) |
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248 | (1) |
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Science and Matters of Society |
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249 | (2) |
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251 | (1) |
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251 | (3) |
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251 | (1) |
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251 | (2) |
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Critical Systems Thinking |
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253 | (1) |
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254 | (1) |
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254 | (3) |
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255 | (2) |
References |
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257 | (10) |
Index |
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267 | |