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xv | |
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xvii | |
Preface |
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xviii | |
Acknowledgements |
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xx | |
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xxiii | |
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xxvi | |
Introduction |
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1 | (3) |
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1 Towards Self-Governed Businesses and Societies |
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4 | (20) |
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Systems, Complexity, and Cybernetics Sciences |
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4 | (4) |
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Organisational Cybernetics |
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5 | (1) |
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6 | (1) |
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Complexification in the 21st Century |
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7 | (1) |
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Understanding Complexity (and Variety) |
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8 | (5) |
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What is Complexity and Variety? |
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8 | (1) |
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Organisational Elements (O, M, E) |
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9 | (2) |
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Ashby's Law of Requisite Variety |
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11 | (2) |
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Viability vs Complexity Management |
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13 | (7) |
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Managing Variety and Learning |
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13 | (1) |
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Organisational Learning and Development |
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14 | (3) |
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Managing Complexity in Organisations |
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17 | (3) |
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Why We Need to Evolve Towards Sustainable Self-Governed Organisations |
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20 | (1) |
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21 | (3) |
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2 Organisational Viability (and Sustainability) |
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24 | (42) |
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The Need for More Resilient Organisations and Societies |
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24 | (1) |
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What is a Viable and Sustainable (v&s) Organisation? |
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25 | (2) |
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The Physiological Inspiration |
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27 | (1) |
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28 | (2) |
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30 | (3) |
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33 | (2) |
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35 | (4) |
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36 | (1) |
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Aligning Meta-Systemic and Operational Management |
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37 | (1) |
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Complementarity of S3 and S2 Roles |
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38 | (1) |
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39 | (1) |
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39 | (1) |
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40 | (6) |
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46 | (2) |
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The Recursive Viable System Theorem |
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48 | (3) |
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Managing Complexity: Organisational Principles |
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51 | (10) |
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51 | (1) |
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52 | (4) |
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56 | (2) |
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58 | (2) |
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Sustainable Self-Governance |
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60 | (1) |
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Leaving Behind Earlier Critics of the VSM |
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61 | (5) |
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3 A Methodology to Support Self-transformation Towards Viability and Sustainability |
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66 | (41) |
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67 | (1) |
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Developing the Self-Transformation Methodology (STM) |
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68 | (4) |
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The Ontology of the Observer |
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69 | (1) |
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The STM: A Systemic Methodology to Facilitate Organisation Learning |
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70 | (1) |
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71 | (1) |
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The Self-Transformation Methodology in a Nutshell |
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72 | (5) |
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Designing and Starting a v&s Project |
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74 | (3) |
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Agreements on Organisational Identity |
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77 | (3) |
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Rich Pictures --- The Organisational Landscape |
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77 | (1) |
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Statement of Organisational Identity |
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78 | (2) |
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80 | (5) |
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VSM Preliminary Diagnosis |
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85 | (2) |
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Mapping the Viable System of the System in Focus |
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85 | (1) |
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Doing a VSM Preliminary Diagnosis |
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86 | (1) |
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87 | (10) |
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Mapping v&s Roles and Mechanisms |
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87 | (1) |
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Identifying and Mapping Diagnostic Issues |
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88 | (5) |
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Assessing System 1's Interactions |
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93 | (1) |
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The Inside and Now (Systems 1, 2, and 3) |
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94 | (1) |
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The Outside and Then (Systems 3, 4, and 5) |
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95 | (2) |
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Aligning Strategy, Structure, and Information Systems |
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97 | (2) |
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Aligning Strategy and Structure |
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97 | (1) |
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Strategic Information Management |
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98 | (1) |
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Self-Transformation Projects and Plan |
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99 | (1) |
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Monitoring and Assessing Performance |
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100 | (2) |
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102 | (1) |
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103 | (4) |
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4 Towards More Resilient and Healthier Organisations and Societies |
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107 | (35) |
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Organisational Health, Resilience, and Self-Governance |
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107 | (2) |
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Early Alarms from the COVID-19 Pandemic |
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108 | (1) |
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Towards More Resilient Individuals |
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109 | (4) |
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Representing an Individual as a Viable (and Sustainable) System |
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111 | (1) |
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Towards More Viable and Sustainable Individuals |
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112 | (1) |
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Early Alarms to Businesses v&s |
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113 | (6) |
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Towards More Resilient Businesses |
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115 | (1) |
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Case Study - M*Clean (with A.C. Martinez) |
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116 | (3) |
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Towards More Resilient Health Providers |
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119 | (20) |
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Preliminary VSM Analysis of the NHS in England |
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121 | (4) |
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VSM Diagnosis of a Surgery Unit in a Local English Health Trust (with Jon Walker and Kartikae Grover) |
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125 | (14) |
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139 | (3) |
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5 `Fits like a Glove': The VSM for Supporting More Systemic Educational Organisations |
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142 | (27) |
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From Non-Systemic to Systemic Education and Educational Institutions |
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142 | (4) |
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What Is a Non-Systemic Approach to Education? |
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143 | (1) |
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Towards More Systemic Educational Institutions |
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143 | (3) |
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Self-Transformation of ELF --- The Whole Story (with Jon Walker and Vladimir Pop) |
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146 | (7) |
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Clarifying the School's Identity |
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146 | (2) |
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148 | (1) |
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148 | (3) |
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Aligning Strategy, Structure, and Information Systems |
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151 | (1) |
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Self-Transformation Projects and Plan |
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151 | (1) |
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Monitoring and Assessing Performance |
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152 | (1) |
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Reviewing Elf's Self-Transformation |
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152 | (1) |
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Designing TINTA, a Systemic Education Online Provider (with G. Ramirez) |
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153 | (7) |
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TINTA's Approach to Systemic Education |
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154 | (1) |
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Agreeing on TINTA's Identity |
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155 | (1) |
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Recursive Analysis --- TINTA's Primary Services |
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156 | (1) |
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Designing TINTA's Organisation with VSM Criteria |
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157 | (2) |
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TINTA Coming to Life: First Self-Assessment |
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159 | (1) |
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Systemic Education in Higher Education Institutions |
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160 | (9) |
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Systemic Management in Universities around the World |
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160 | (2) |
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Magdalena University (v&s) Case Study |
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162 | (3) |
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Self-Transformation of Educational Institutions --- Post-COVID-19 |
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165 | (4) |
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6 V&S in Organisational Networks |
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169 | (33) |
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Complex Organisational Systems as Social Networks |
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169 | (8) |
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The Rise of Social Networks (21st Century) |
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170 | (2) |
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172 | (2) |
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Background Research on VSM and Social Networks |
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174 | (2) |
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Example: A v&s Industrial Network |
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176 | (1) |
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Designing a State-Owned Enterprise on a Complex Environment (with Alfadhal Al Hinai and Jon Walker) |
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177 | (7) |
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Complexity Challenges to Design a National Broadband Network |
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178 | (1) |
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178 | (3) |
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181 | (1) |
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182 | (2) |
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184 | (1) |
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Redesigning a Latin-American 2nd Generation Broadband Network (with Martha Giraldo and Jon Walker) |
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184 | (7) |
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186 | (1) |
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187 | (1) |
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187 | (2) |
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Aligning Strategy and Structure |
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189 | (2) |
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Designing Strategies for Supply Chain Integration at the UK Offshore Wind Industry (with Julija Danilova) |
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191 | (6) |
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Analysing SCI with the STM |
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192 | (2) |
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194 | (2) |
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Suggested Reorganisation Strategies |
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196 | (1) |
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Learning from the Research |
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196 | (1) |
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Dilemmas of Self-Governance in Organisational Networks |
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197 | (5) |
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7 Sustainable Self-Governance |
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202 | (36) |
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Contemporary Approaches to Governance |
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203 | (3) |
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Traditional Approaches to Governance |
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204 | (1) |
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Collaborative Approaches to Governance |
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205 | (1) |
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Sustainable Self-Governance (v&s) |
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206 | (7) |
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Towards Sustainable Self-Governance |
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207 | (1) |
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A Framework to Assess Sustainable Self-Governance |
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208 | (4) |
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Example: Sustainable Self-Governance in a Socio-Ecological System |
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212 | (1) |
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Assessing Self-Governance in an Indigenous Community in the Amazon (with C. Duque) |
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213 | (8) |
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Background on Their Governance Structures |
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214 | (1) |
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VSM Analysis of Their Governance Structures |
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215 | (6) |
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Learning from the v&s Project (by C. Duque) |
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221 | (11) |
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Sustainable Self-Governance in an Afro-Caribbean Community (with C. Duran) |
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221 | (1) |
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Past and Present of the Orika Community Council (OCC) |
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221 | (1) |
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Assessing Sustainable Self-Governance at Orika |
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222 | (8) |
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Learning from the Case Study (by C. Duran) |
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230 | (2) |
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232 | (6) |
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8 Facilitating Systemic Change with the VSM |
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238 | (29) |
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Systemic Change: What It Is and How It Can Be Done |
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238 | (1) |
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239 | (2) |
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Strategic Information Management at the Colombian President's Office (1990--1992) |
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241 | (2) |
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Re-Engineering the National Auditing Office (NAO) in Colombia |
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243 | (5) |
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244 | (1) |
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245 | (1) |
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Implementing the `Systemic Auditing Process' |
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246 | (1) |
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Learning from the Project |
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247 | (1) |
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Monitoring the Impact of National Programs to Reduce Poverty in Colombia |
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248 | (2) |
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Redesigning the National School System (NSS) in Colombia |
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250 | (4) |
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Developing the National Environmental System (NES) in Colombia |
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254 | (3) |
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The Relevance of Beer's Legacy to Facilitate Systemic Change |
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257 | (2) |
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The Need for Massive Systemic Changes to Improve Response to the COVID-19 Pandemic |
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259 | (8) |
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9 An Idea Whose Time Has Come |
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267 | (12) |
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Lessons on Using the VSM for Sustainable Self-Governance |
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267 | (2) |
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Developing VSM-Related Methodologies and Tools |
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269 | (2) |
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269 | (1) |
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270 | (1) |
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Addressing Traditional Criticisms to the VSM |
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271 | (1) |
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272 | (3) |
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275 | (4) |
Index |
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279 | |