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El. knyga: Sustainable Self-Governance in Businesses and Society: The Viable System Model in Action

(Hull University, UK.)
  • Formatas: 312 pages
  • Serija: Systems Thinking
  • Išleidimo metai: 19-Dec-2022
  • Leidėjas: Routledge
  • Kalba: eng
  • ISBN-13: 9780429956089
  • Formatas: 312 pages
  • Serija: Systems Thinking
  • Išleidimo metai: 19-Dec-2022
  • Leidėjas: Routledge
  • Kalba: eng
  • ISBN-13: 9780429956089

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Sustainable Self-Governance in Businesses and Society offers a sound introduction to Stafford Beer’s Viable System Model (VSM) and clarifies its relevance to support organisational sustainability and self-governance. While the VSM has been known since the early 1980s, it hasn’t been always easy to understand and to apply.  It explains the self-transformation methodology to analyse the way organisations manage (or not) their complexity and govern themselves.

The work is supported by multiple examples of application in organisations of all scales – from small to multi-national corporations and from organised social networks to communities and national organisations. It clarifies the relevance of Beer’s theory to support systemic learning and change in organisations, and to coach them to self-organise and self-govern.

Readers interested in further understanding insights from complex systems and cybernetics theories for designing and transforming organisations will benefit from this book, as it works to offer very detailed insights on how to put the VSM theory into practice. It clarifies how it improves adaptive capabilities, agile and self-regulated structures, more capable of fully implementing corporate sustainability strategies and self-governing themselves.  The chapters provide key reading for managers, consultants, practitioners, and post-graduate students working in organisational transformation, governance, and sustainability.



Sustainable Self-Governance in Businesses and Society offers a sound introduction to Stafford Beer’s Viable System Model (VSM),and clarifies its relevance to support organisational sustainability and self-governance.

Recenzijos

"Lots of people have been waiting for this book. Angela Espinosa is a noted authority on organisational cybernetics and worked closely with Stafford Beer. Her work deepens our understanding of the viable system model and offers significant insight into how best to use it in practice."

- Professor Michael C. Jackson, OBE

"It is a pleasure to recommend this book that brings multiple applications of the Viable Systems Model (sometimes combined with other systems approaches) to practical problems in society. Too often, new methodologies remain within academia and their potential goes unrealized but this book gives numerous examples of work that combines an empathetic approach to people trying to make their institutions work while maintaining the rigor of the science behind them."

- Dr. Allena Leonard, Cybernetician, Director Team Syntegrity International, President Metaphorum. Former President of the American Society for Cybernetics and the International Society for the Systems Sciences

"The functioning of our society depends strongly on the functioning of its organizations. Angela Espinosa's book, based on great application experience, shows in a practical way how to apply the Viable System Model so that we can finally make organizations work, however complex and dynamic their environment. A must read for all leaders dealing with organizational issues."

- Dr. Martin Pfiffner, Board of Trustees Fondation Oroborus 'Lots of people have been waiting for this book. Angela Espinosa is a noted authority on organisational cybernetics and worked closely with Stafford Beer. Her work deepens our understanding of the "viable system model" and offers significant insight into how best to use it in practice.'

- Professor Michael C. Jackson, OBE

'It is a pleasure to recommend this book that brings multiple applications of the Viable System Model (sometimes combined with other systems approaches) to practical problems in society. Too often, new methodologies remain within academia and their potential goes unrealized but this book gives numerous examples of work that combines an empathetic approach to people trying to make their institutions work while maintaining the rigor of the science behind them.'

- Dr. Allena Leonard, Cybernetician, Director Team Syntegrity International, President Metaphorum. Former President of the American Society for Cybernetics and the International Society for the Systems Sciences

'The functioning of our society depends strongly on the functioning of its organizations. Angela Espinosa's book, based on great application experience, shows in a practical way how to apply the Viable System Model so that we can finally make organizations work, however complex and dynamic their environment. A must read for all leaders dealing with organizational issues.'

- Dr. Martin Pfiffner, Board of Trustees Fondation Oroborus

List of Figures
xv
List of Tables
xvii
Preface xviii
Acknowledgements xx
List of Abbreviations
xxiii
List of Contributors
xxvi
Introduction 1(3)
1 Towards Self-Governed Businesses and Societies
4(20)
Systems, Complexity, and Cybernetics Sciences
4(4)
Organisational Cybernetics
5(1)
Complex Systems Sciences
6(1)
Complexification in the 21st Century
7(1)
Understanding Complexity (and Variety)
8(5)
What is Complexity and Variety?
8(1)
Organisational Elements (O, M, E)
9(2)
Ashby's Law of Requisite Variety
11(2)
Viability vs Complexity Management
13(7)
Managing Variety and Learning
13(1)
Organisational Learning and Development
14(3)
Managing Complexity in Organisations
17(3)
Why We Need to Evolve Towards Sustainable Self-Governed Organisations
20(1)
Summary
21(3)
2 Organisational Viability (and Sustainability)
24(42)
The Need for More Resilient Organisations and Societies
24(1)
What is a Viable and Sustainable (v&s) Organisation?
25(2)
The Physiological Inspiration
27(1)
The Viable System Model
28(2)
System 1 (S1)
30(3)
System 2 (S2)
33(2)
System 3 (S3)
35(4)
S3 Generating Synergies
36(1)
Aligning Meta-Systemic and Operational Management
37(1)
Complementarity of S3 and S2 Roles
38(1)
The Control Dilemma
39(1)
System 3* (S3*)
39(1)
System 4 (S4)
40(6)
System 5 (S5)
46(2)
The Recursive Viable System Theorem
48(3)
Managing Complexity: Organisational Principles
51(10)
Responsible Autonomy
51(1)
Self-Regulation
52(4)
Adaptation
56(2)
Self-Governance
58(2)
Sustainable Self-Governance
60(1)
Leaving Behind Earlier Critics of the VSM
61(5)
3 A Methodology to Support Self-transformation Towards Viability and Sustainability
66(41)
On VSM Methodologies
67(1)
Developing the Self-Transformation Methodology (STM)
68(4)
The Ontology of the Observer
69(1)
The STM: A Systemic Methodology to Facilitate Organisation Learning
70(1)
On VSM Epistemology
71(1)
The Self-Transformation Methodology in a Nutshell
72(5)
Designing and Starting a v&s Project
74(3)
Agreements on Organisational Identity
77(3)
Rich Pictures --- The Organisational Landscape
77(1)
Statement of Organisational Identity
78(2)
Recursive Analysis
80(5)
VSM Preliminary Diagnosis
85(2)
Mapping the Viable System of the System in Focus
85(1)
Doing a VSM Preliminary Diagnosis
86(1)
Complete VSM Diagnosis
87(10)
Mapping v&s Roles and Mechanisms
87(1)
Identifying and Mapping Diagnostic Issues
88(5)
Assessing System 1's Interactions
93(1)
The Inside and Now (Systems 1, 2, and 3)
94(1)
The Outside and Then (Systems 3, 4, and 5)
95(2)
Aligning Strategy, Structure, and Information Systems
97(2)
Aligning Strategy and Structure
97(1)
Strategic Information Management
98(1)
Self-Transformation Projects and Plan
99(1)
Monitoring and Assessing Performance
100(2)
Team Syntegrity
102(1)
Summary
103(4)
4 Towards More Resilient and Healthier Organisations and Societies
107(35)
Organisational Health, Resilience, and Self-Governance
107(2)
Early Alarms from the COVID-19 Pandemic
108(1)
Towards More Resilient Individuals
109(4)
Representing an Individual as a Viable (and Sustainable) System
111(1)
Towards More Viable and Sustainable Individuals
112(1)
Early Alarms to Businesses v&s
113(6)
Towards More Resilient Businesses
115(1)
Case Study - M*Clean (with A.C. Martinez)
116(3)
Towards More Resilient Health Providers
119(20)
Preliminary VSM Analysis of the NHS in England
121(4)
VSM Diagnosis of a Surgery Unit in a Local English Health Trust (with Jon Walker and Kartikae Grover)
125(14)
Conclusions
139(3)
5 `Fits like a Glove': The VSM for Supporting More Systemic Educational Organisations
142(27)
From Non-Systemic to Systemic Education and Educational Institutions
142(4)
What Is a Non-Systemic Approach to Education?
143(1)
Towards More Systemic Educational Institutions
143(3)
Self-Transformation of ELF --- The Whole Story (with Jon Walker and Vladimir Pop)
146(7)
Clarifying the School's Identity
146(2)
Recursive Analysis
148(1)
VSM Diagnosis
148(3)
Aligning Strategy, Structure, and Information Systems
151(1)
Self-Transformation Projects and Plan
151(1)
Monitoring and Assessing Performance
152(1)
Reviewing Elf's Self-Transformation
152(1)
Designing TINTA, a Systemic Education Online Provider (with G. Ramirez)
153(7)
TINTA's Approach to Systemic Education
154(1)
Agreeing on TINTA's Identity
155(1)
Recursive Analysis --- TINTA's Primary Services
156(1)
Designing TINTA's Organisation with VSM Criteria
157(2)
TINTA Coming to Life: First Self-Assessment
159(1)
Systemic Education in Higher Education Institutions
160(9)
Systemic Management in Universities around the World
160(2)
Magdalena University (v&s) Case Study
162(3)
Self-Transformation of Educational Institutions --- Post-COVID-19
165(4)
6 V&S in Organisational Networks
169(33)
Complex Organisational Systems as Social Networks
169(8)
The Rise of Social Networks (21st Century)
170(2)
What is a v&s Network?
172(2)
Background Research on VSM and Social Networks
174(2)
Example: A v&s Industrial Network
176(1)
Designing a State-Owned Enterprise on a Complex Environment (with Alfadhal Al Hinai and Jon Walker)
177(7)
Complexity Challenges to Design a National Broadband Network
178(1)
VSM design of the OBC
178(3)
VSM Design
181(1)
Social Network Analysis
182(2)
Five Years Later
184(1)
Redesigning a Latin-American 2nd Generation Broadband Network (with Martha Giraldo and Jon Walker)
184(7)
N2BN Identity
186(1)
Recursive Analysis
187(1)
VSM Diagnosis
187(2)
Aligning Strategy and Structure
189(2)
Designing Strategies for Supply Chain Integration at the UK Offshore Wind Industry (with Julija Danilova)
191(6)
Analysing SCI with the STM
192(2)
VSM Findings
194(2)
Suggested Reorganisation Strategies
196(1)
Learning from the Research
196(1)
Dilemmas of Self-Governance in Organisational Networks
197(5)
7 Sustainable Self-Governance
202(36)
Contemporary Approaches to Governance
203(3)
Traditional Approaches to Governance
204(1)
Collaborative Approaches to Governance
205(1)
Sustainable Self-Governance (v&s)
206(7)
Towards Sustainable Self-Governance
207(1)
A Framework to Assess Sustainable Self-Governance
208(4)
Example: Sustainable Self-Governance in a Socio-Ecological System
212(1)
Assessing Self-Governance in an Indigenous Community in the Amazon (with C. Duque)
213(8)
Background on Their Governance Structures
214(1)
VSM Analysis of Their Governance Structures
215(6)
Learning from the v&s Project (by C. Duque)
221(11)
Sustainable Self-Governance in an Afro-Caribbean Community (with C. Duran)
221(1)
Past and Present of the Orika Community Council (OCC)
221(1)
Assessing Sustainable Self-Governance at Orika
222(8)
Learning from the Case Study (by C. Duran)
230(2)
Conclusions
232(6)
8 Facilitating Systemic Change with the VSM
238(29)
Systemic Change: What It Is and How It Can Be Done
238(1)
The Cybersyn Project
239(2)
Strategic Information Management at the Colombian President's Office (1990--1992)
241(2)
Re-Engineering the National Auditing Office (NAO) in Colombia
243(5)
Redesigning the NAO
244(1)
The Model of the State
245(1)
Implementing the `Systemic Auditing Process'
246(1)
Learning from the Project
247(1)
Monitoring the Impact of National Programs to Reduce Poverty in Colombia
248(2)
Redesigning the National School System (NSS) in Colombia
250(4)
Developing the National Environmental System (NES) in Colombia
254(3)
The Relevance of Beer's Legacy to Facilitate Systemic Change
257(2)
The Need for Massive Systemic Changes to Improve Response to the COVID-19 Pandemic
259(8)
9 An Idea Whose Time Has Come
267(12)
Lessons on Using the VSM for Sustainable Self-Governance
267(2)
Developing VSM-Related Methodologies and Tools
269(2)
VSM and Multimethodology
269(1)
VSM and Team Syntegrity
270(1)
Addressing Traditional Criticisms to the VSM
271(1)
VSM Research Landscape
272(3)
Conclusions
275(4)
Index 279
Angela Espinosa is Emeritus Fellow at Hull University Business School, University of Hull, UK.