Using Systems Thinking to Solve Real-World Problems
by Jamie P. Monat and Thomas F. Gannon
“Systems thinking focuses on the relationships among system components and the interactions of the system with its environment, as opposed to focusing on the components themselves… Those relationships typically dominate the behavior of systems.” As an antidote to myopia, systems thinking takes a holistic and integrative approach.
Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge Every Company
by Andrew S. Grove
“A strategic inflection point is a time in the life of a business when its fundamentals are about to change. The change can mean an opportunity to rise to new heights. But it may just as likely signal the beginning of the end.”
Andy Grove, former chairman of Intel, describes six categories of 10X changes: competition, technology, customers, suppliers, complementors, and regulation. “When a Wal-Mart moves into a small town, the environment changes for every retailer in that town. A 10X factor has arrived. When the technology for sound in movies became popular, every silent actor and actress personally experienced the 10X factor of technological change. When container shipping revolutionized sea transportation, a 10X factor reordered the major ports around the world.” Continue reading →
It’s Not Complicated: The Art and Science of Complexity in Business
by Rick Nason
This book may fundamentally change the way you think. Or it may give you a framework to understand why you intuitively know that conventional management practices are sometimes incongruent with reality.
“This book is about systems thinking, and more specifically the important distinction between simple, complicated, and complex systems as applied to common business problems… The world of business is usually complex rather than complicated. That may seem like word play, but the difference between ‘complicated thinking’ and ‘complexity thinking’ is profound. This important distinction is well accepted in the scientific community but is virtually unknown in business.” Nason explains, “The ability to manage complexity is the key to competitive advantage.”
Michael J. Pearce is an art professor who experienced a light bulb moment when he attended a talk in the philosophy department on the topic of emergence by guest speaker Philip Clayton. “Emergence, which describes the characteristics of forms that come out of complex systems, could apply especially well to how we experience art, how we understand aesthetics in relation to our evolving mind, and how we understand the creative process of making representational art… I suddenly realized that considering the relationship between emergence and consciousness could lead to a description of what distinguishes art objects from other things as we perceive them through our senses. Emergence allows us to define art!”
This book presents an interesting framework for thinking about art, although it is written in a dense academic style. Continue reading →