Business Strategies for a Messy World: Tools for Systemic Problem-Solving
Using current business examples and academic research, Tools for Systematic Problem-Solving educates managers and executives on how to systematically examine key assumptions to ensure survival and success for their organizations.
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1 Chaparral SteelA Model Systems Design
2 Critical ArgumentsThe Toulmin Argumentation Schema TAS
3 AssumptionsStrategic Assumption Surfacing and Testing SAST
4 A Critical ApplicationThe US Census Bureau
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adjust analysis anticipate-and-lead aspects Assumption Surfacing Barabba behavior Business Strategies Carl Jung Census Bureau challenge chapter Claim complex concepts and tools confidentiality count critical assumptions debate deficits developed drug effect Enterprise Operating Design essential examine example exercise facing organizations fact function gyroscope Harvard Business School ideas and tools identified Immanuel Kant individuals instance interactions issue Jungian Framework Jungian quadrants key assumptions knowledge Kodak Learning Organization major make-and-sell mess messy problems Messy World Mitroff one’s organizational organizational learning Palgrave Macmillan particular Peter Drucker privacy and data properties Rebuttal respondents result Russ Ackoff SAST conference/workshop SAST is based sense sense-and-respond situation solution stakeholders Stephen Toulmin strongest Systemic Problem-Solving systems thinking T.S. Eliot things tion today’s Tools for Systemic Toulmin Argumentation types U.S. Census Bureau undercounted underlying understanding Vincent Warrant wicked problems