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Systems approach to problem solving.

By Dinesh Thakur

Systems approach is widely used in problem solving in different contexts. Researchers in the field of science and technology have used it for quite some time now. Business problems can also be analyzed and solved using this approach. The following steps are required for this:

We’ll be covering the following topics in this tutorial:

Defining the Problem

This is the step when the problem has to be defined. Sometimes one may confuse the symptoms or the exhibition of a behavior to be a problem but actually it may only be a symptom of a larger malaise. It may just exhibit the behavior of a larger phenomenon. It is vital to drill deep into an issue and clearly understand the problem rather than having a superficial understanding of the problem. One must appreciate that this in the initial stage of problem solving and if the problem itself is not correctly diagnosed then the solution will obviously be wrong. Systems approach is therefore used to understand the problem in granular detail to establish requirement and objectives in-depth. By using the systems approach the problem will be analyzed in its totality with inherent elements and their interrelationships and therefore this detailed analysis will bring out the actual problem and separate out the symptom from it.

Developing Alternative Solutions

This the logical next step in the systems approaches for problem solving. In this stage alternative solutions are generated. This requires creativity and innovation. In this stage-the analyst uses creativity to come up with possible solutions to the problem. Typically in this stage only the outline of solutions are generated rather than the actual solutions.

Selecting a Solution

In this step, the solution that suits the requirement and objectives in the most comprehensive manner is selected as the ‘best’ solution. This is done after evaluating all the possible solutions and then comparing the possible set of solutions to find the most suitable solution lot of mathematical, financial and technical models is used to select the most appropriate solution.

Designing the Solution

Once the most appropriate solution is chosen, it is then made into a design document to give it the shape of an actionable solution, as in the evaluation stage, only the outline of the solution is used. At this stage the details of the solution are worked out to create the blueprint for the solution. Several design diagrams are used to prepare the design document. At this stage the requirement specifications are again compared with the solution design to double check the suitability of the solution for the problem.

Implementing the Solution

It is the next step in the process. The solution that has been designed is implemented as per the specifications -laid down in the design document. During implementation care is taken to ensure that there are no deviations from the design.

Reviewing the Solution

This is the final step in the problem solving process where the review of the impact of the solution is noted. This is a stage for finding out if the desired result has been achieved that was set out.

A Systems Approach Example

Let us assume that A is the coach of the Indian cricket team. Let us also assume that the objective that A has been entrusted with is to secure a win over the touring Australian cricket team. The coach uses a systems approach to attain this objective. He starts by gathering information about his own team.

Through systems approach he views his own Indian team as a system whose environment would include the other team in the competition, umpires, regulators, crowd and media. His system, i.e., team itself maybe conceptualized as having two subsystems, i.e., players and supporting staff for players. Each subsystem would have its own set of components/entities like the player subsystem will have openers, middle order batsmen, fast bowlers, wicket keeper, etc. The supporting staff subsystem would include bowling coach, batting coach, physiotherapist, psychologist, etc. All these entities would indeed have a bearing on the actual outcome of the game. The coach adopts a systems approach to determine the playing strategy that he will adopt to ensure that the Indian side wins. He analyses the issue in a stepwise manner as given below:

Step 1: Defining the problem-In this stage the coach tries to understand the past performance of his team and that of the other team in the competition. His objective is to defeat the competing team. He realizes that the problem he faces is that of losing the game. This is his main problem.

Step 2: Collecting data-The coach employs his supporting staff to gather data on the skills and physical condition of the players in the competing team by analyzing past performance data, viewing television footage of previous games, making psychological profiles of each player. The support staff analyses the data and comes up with the following observations:

• Both teams use an aggressive strategy during the period of power play. The competing Australian team uses the opening players to spearhead this attack. However, recently the openers have had a personal fight and are facing interpersonal problems.
• The game is being played in Mumbai and the local crowd support is estimated to be of some value amounting to around fifty runs. Also the crowd has come to watch the Indian team win. A loss here would cost the team in terms of morale.
• The umpires are neutral and are not intimidated by large crowd support but are lenient towards sledging.

Step 3: Identifying alternatives-Based on the collected data the coach generates the following alternate strategies:

• Play upon the minds of the opening players of the competitors by highlighting their personal differences using sledging alone.
• Employ defensive tactics during power play when the openers are most aggressive and not using sledging.
• Keep close in fielders who would sledge and employ the best attacking bowlers of the Indian team during the power play.

Step 4: Evaluating alternatives-After having generated different alternatives, the coach has to select only one. The first alternative may lead to loss of concentration on the part of openers and result in breakthroughs. However, there is a chance that the interpersonal differences between the two openers may have already been resolved before they come to the field and in such a case this strategy will fail. The second strategy provides a safer option in the sense that it will neutralize the aggressive game of the openers but there is limited chance of getting breakthroughs. The third option of employing aggressive close in fielders to play upon the internal personal differences of the openers and at the same time employing the best bowlers may lead to breakthroughs and may also restrict the aggressive openers.

Step 5: Selecting the best alternative-The coach selects the third alternative as it provides him with the opportunity of neutralizing the aggressive playing strategy of the openers as well as increases the chances of getting breakthrough wickets.

Step 6: Implementing and monitoring-The coach communicates his strategy to his players and support staff, instructs support staff to organize mock sessions and tactics to be employed to make the strategy a success. The players and support staff performance is monitored by the coach on a regular basis to ensure that the strategy is employed perfectly.

Simplifying a System or Applying Systems Approach For Problem Solving

The easiest way to simplify a system for better understanding is to follow a two-stage approach.

Partitioning the System into Black Boxes

This is the first stage of the simplification process, in this stage the system is partitioned into black boxes. Black boxes need limited knowledge to be constructed. To construct a black box one needs to know the input that goes into it, the output that comes out of it and its function. The knowledge of how the functionality is achieved is not required for constructing a black box. Black box partitioning helps in the comprehension of the system, as the entire system gets broken down into granular functionalities of a set of black boxes.

Organizing the Black Boxes into Hierarchies

This is the second stage of the simplification process, in this stage the black boxes constructed in the earlier phase are organized into hierarchies so that the relationships among the black boxes is easily established. Once, a hierarchy of the black boxes is established, the system becomes easier to understand as the internal working of the system becomes clearer.

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Dinesh Thakur is a Freelance Writer who helps different clients from all over the globe. Dinesh has written over 500+ blogs, 30+ eBooks, and 10000+ Posts for all types of clients.

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Home » Management Information Systems » Systems Approach to Problem Solving

Systems Approach to Problem Solving

The systems approach to problem solving used a systems orientation to define problems and opportunities and develop solutions. Studying a problem and formulating a solution involve the following interrelated activities:

• Recognize and define a problem or opportunity using systems thinking.
• Develop and evaluate alternative system solutions.
• Select the system solution that best meets your requirements.
• Design the selected system solution.
• Implement and evaluate the success of the designed system.

1.  Defining Problems and Opportunities

Problems and opportunities are identified in the first step of the systems approach. A problem can be defined as a basic condition that is causing undesirable results. An opportunity is a basic condition that presents the potential for desirable results. Symptoms must be separated from problems. Symptoms are merely signals of an underlying cause or problem.

Symptom: Sales of a company’s products are declining. Problem: Sales persons are losing orders because they cannot get current information on product prices and availability. Opportunity: We could increase sales significantly if sales persons could receive instant responses to requests for price quotations and product availability.

2. Systems Thinking

Systems thinking is to try to find systems, subsystems, and components of systems in any situation your are studying. This viewpoint ensures that important factors and their interrelationships are considered. This is also known as using a systems context, or having a systemic view of a situation. I example, the business organization or business process in which a problem or opportunity arises could be viewed as a system of input, processing, output, feedback, and control components. Then to understand a problem and save it, you would determine if these basic system functions are being properly performed.

The sales function of a business can be viewed as a system. You could then ask: Is poor sales performance (output) caused by inadequate selling effort (input), out-of-date sales procedures (processing), incorrect sales information (feedback), or inadequate sales management (control)? Figure  illustrates this concept.

3. Developing Alternate Solutions

There are usually several different ways to solve any problem or pursue any opportunity. Jumping immediately from problem definition to a single solution is not a good idea. It limits your options and robs you of the chance to consider the advantages and disadvantages of several alternatives. You also lose the chance to combine the best points of several alternative solutions.

Where do alternative solutions come from/ experience is good source. The solutions that have worked, or at least been considered in the past, should be considered again. Another good source of solutions is the advice of others, including the recommendations of consultants and the suggestions of expert systems. You should also use your intuition and ingenuity to come up with a number of creative solutions. These could include what you think is an ideal solution. The, more realistic alternatives that recognize the limited financial, personnel, and other resources of most organizations could be developed. Also, decision support software packages can be used to develop and manipulate financial, marketing, and other business operations. This simulation process can help you generate a variety of alternative solutions. Finally, don’t forget that “doing nothing” about a problem or opportunity is a legitimate solution, with its own advantages and disadvantages.

4. Evaluating Alternate Solutions

Once alternative solutions have been developed, they must be evaluated so that the best solution can be identified. The goal of evaluation is to determine how well each alternative solution meets your business and personal requirements. These requirements are key characteristics and capabilities that you feed are necessary for your personal or business success.

If you were the sales manager of a company, you might develop very specific requirements for solving the sales-related information problems of your salespeople. You would probably insist that any computer-based solution for your sales force be very reliable and easy to use. You might also require that any proposed solution have low start-up costs, or have minimal operating costs compared to present sales processing methods.

Then you would develop evaluation criteria and determine how well each alternative solution meets these criteria. The criteria you develop will reflect how you previously defined business and personal requirements. For example, you will probably develop criteria for such factors as start-up costs, operating costs, ease of use, and reliability. Criteria may be ranked or weighted, based on their importance in meeting your requirements.

5. Selecting the Best Solution

Once all alternative solutions have been evaluated, you can being the process of selecting the best solution. Alternative solutions can be compared to each other because they have been evaluated using the same criteria.

Alternatives with a low accuracy evaluation (an accuracy score less than 10), or a low overall evaluation (an overall score less than 70) should be rejected. Therefore, alternative B for sales data entry is rejected, and alternative A, the use of laptop computers by sales reps, is selected.

6.  Desingning and Implementing Solution

Once a solution has been selected, it must be designed and implemented. You may have to depend on other business end users technical staff   to help you develop design specifications and an implementation plan. Typically, design specifications might describe the detailed characteristics and capabilities of the people, hardware, software, and data resources and information system activities needed by a new system. An implementation plan specifies the resources, activities, and timing needed for proper implementation. For example, the following items might be included in the design specifications and implementation plan for a computer-based sales support system:

• Types and sources of computer hardware, and software to be acquired for the sales reps.
• Operating procedures for the new sales support system.
• Training of sales reps and other personnel.
• Conversion procedures and timetable for final implementation.

7.  Post Implementation Review

The final step of the systems approach recognizes that an implemented solution can fail to solve the problem for which it was developed. The real world has a way of confounding even the most well-designed solutions. Therefore, the results of implementing a solution should be monitored and evaluated. This is called a postimple-implemented. The focus of this step is to determine if the implemented solution has indeed helped the firm and selected subsystems meet their system objectives. If not, the systems approach assumes you will cycle back to a previous step and make another attempt to find a workable solution.

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Taking a systems thinking approach to problem solving

Systems thinking is an approach that considers a situation or problem holistically and as part of an overall system which is more than the sum of its parts. Taking the big picture perspective, and looking more deeply at underpinnings, systems thinking seeks and offers long-term and fundamental solutions rather than quick fixes and surface change.

Whether in environmental science, organizational change management, or geopolitics, some problems are so large, so complicated and so enduring that it’s hard to know where to begin when seeking a solution.

A systems thinking approach might be the ideal way to tackle essentially systemic problems. Our article sets out the basic concepts and ideas.

What is systems thinking?

Systems thinking is an approach that views an issue or problem as part of a wider, dynamic system. It entails accepting the system as an entity in its own right rather than just the sum of its parts, as well as understanding how individual elements of a system influence one another.

When we consider the concepts of a car, or a human being we are using a systems thinking perspective. A car is not just a collection of nuts, bolts, panels and wheels. A human being is not simply an assembly of bones, muscles, organs and blood.

In a systems thinking approach, as well as the specific issue or problem in question, you must also look at its wider place in an overall system, the nature of relationships between that issue and other elements of the system, and the tensions and synergies that arise from the various elements and their interactions.

The history of systems thinking is itself innately complex, with roots in many important disciplines of the 20th century including biology, computing and data science. As a discipline, systems thinking is still evolving today.

How can systems thinking be applied to problem solving?

A systems thinking approach to problem solving recognizes the problem as part of a wider system and addresses the whole system in any solution rather than just the problem area.

A popular way of applying a systems thinking lens is to examine the issue from multiple perspectives, zooming out from single and visible elements to the bigger and broader picture (e.g. via considering individual events, and then the patterns, structures and mental models which give rise to them).

Systems thinking is best applied in fields where problems and solutions are both high in complexity. There are a number of characteristics that can make an issue particularly compatible with a systems thinking approach:

• The issue has high impact for many people.
• The issue is long-term or chronic rather than a one-off incident.
• There is no obvious solution or answer to the issue and previous attempts to solve it have failed.
• We have a good knowledge of the issue’s environment and history through which we can sensibly place it in a systems context.

If your problem does not have most of these characteristics, systems thinking analysis may not work well in solving it.

Areas where systems thinking is often useful include health, climate change, urban planning, transport or ecology.

What is an example of a systems thinking approach to problem solving?

A tool called the iceberg mode l can be useful in learning to examine issues from a systems thinking perspective. This model frames an issue as an iceberg floating in a wider sea, with one small section above the water and three large sections unseen below.

The very tip of the iceberg, visible above the waterline, shows discrete events or occurrences which are easily seen and understood. For example, successive failures of a political party to win national elections.

Beneath the waterline and invisible, lie deeper and longer-term trends or patterns of behavior. In our example this might be internal fighting in the political party which overshadows and obstructs its public campaigning and weakens its leadership and reputation.

Even deeper under the water we can find underlying causes and supporting structures which underpin the patterns and trends.

For our failing political party, this could mean party rules and processes which encourage internal conflict and division rather than resolving them, and put off the best potential candidates from standing for the party in elections.

The electoral system in the country may also be problematic or unfair, making the party so fearful and defensive against losing its remaining support base, that it has no energy or cash to campaign on a more positive agenda and win new voters.

Mental models

At the very base of the iceberg, deepest under the water, lie the mental models that allow the rest of the iceberg to persist in this shape. These include the assumptions, attitudes, beliefs and motivations which drive the behaviors, patterns and events seen further up in the iceberg.

In this case, this could be the belief amongst senior party figures that they’ve won in the past and can therefore win again someday by repeating old campaigns. Or a widespread attitude amongst activists in all party wings that with the right party leader, all internal problems will melt away and voter preferences will turn overnight.

When is a systems thinking approach not helpful?

If you are looking for a quick answer to a simple question, or an immediate response to a single event, then systems thinking may overcomplicate the process of solving your problem and provide you with more information than is helpful, and in slower time than you need.

For example, if a volcano erupts and the local area needs to be immediately evacuated, applying a thorough systems thinking approach to life in the vicinity of an active volcano is unlikely to result in a more efficient crisis response or save more lives. After the event, systems thinking might be more constructive when considering town rebuilding, local logistics and transport links.

In general, if a problem is short-term, narrow and/or linear, systems thinking may not be the right model of thinking to use.

A final word…

The biggest problems in the real world are rarely simple in nature and expecting a quick and simple solution to something like climate change or cancer would be naive.

If you’d like to know more about applying systems thinking in real life there are many online resources, books and courses you can access, including in specific fields (e.g. FutureLearn’s course on Understanding Systems Thinking in Healthcare ).

Whether you think of it as zooming out to the big picture while retaining a focus on the small, or looking deeper under the water at the full shape of the iceberg, systems thinking can be a powerful tool for finding solutions that recognize the interactions and interdependence of individual elements in the real world.

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Understanding Systems Thinking: A Path to Insightful Problem-Solving

In today’s dynamic and complex business landscape, traditional problem-solving approaches often fall short in addressing persistent challenges. Enter systems thinking, a powerful methodology that offers a fresh perspective by considering the interconnectedness of various elements within a system. In this article, we delve into the fundamentals of systems thinking, exploring its principles, benefits, and practical tips for beginners. Whether you’re eager to introduce this approach in your organisation or looking to enhance your problem-solving skills, let’s embark on a journey of understanding the intricacies of systems thinking.

Table of Contents

Understanding Systems Thinking

Practical tips for beginners, the benefits of systems thinking, when to apply systems thinking, getting started, utilising systems thinking tools, indicators of progress in systems thinking.

Systems thinking encompasses a broad range of principles, tools, and a philosophical mindset. It involves understanding the circular nature of the world we live in, recognising the role of structures in shaping the conditions we face, and acknowledging the existence of powerful laws governing systems. By adopting a systems thinking approach, we gain a deeper understanding of the consequences of our actions, allowing us to make more informed decisions.

• Study Archetypes: Dive into the classic stories and patterns to enhance your understanding.
• Practice Frequently: Analyse real-world scenarios, such as newspaper articles and current headlines, through a systems lens.
• Apply Systems Thinking Everywhere: Extend your application of systems thinking beyond the workplace to gain a holistic perspective.
• Embrace Different Perspectives: Use systems thinking to explore alternative viewpoints and understand how others perceive a system.
• Accept the Learning Curve: Recognise that becoming skilled in utilising systems thinking tools takes time and practice. Embrace the journey!

Systems thinking offers several compelling reasons to adopt its principles in problem-solving endeavours. By broadening our thinking and enabling us to articulate problems in novel ways, it expands the range of choices available for resolving complex issues. Furthermore, systems thinking emphasises the importance of considering the interconnectedness of various elements, highlighting that every decision has ripple effects throughout the system. By anticipating these impacts, we can make informed choices and minimise unintended consequences.

Ideally, systems thinking is suited for problems with the following characteristics:

• Importance: The issue at hand holds significant significance.
• Chronicity: The problem persists over time, rather than being a one-time event.
• Familiarity: The problem has a known history, indicating previous attempts at resolution.
• Previous Failures: Past efforts to solve the problem have been unsuccessful.

When approaching a problem through systems thinking, it’s crucial to foster a blame-free environment. Instead of focusing on assigning blame, encourage curiosity within the team. Prompt discussions by asking thought-provoking questions like, “What aspects of this problem are we failing to comprehend?”

To ensure a comprehensive analysis, employ the iceberg framework. Encourage the team to describe the problem by examining its events, patterns, and underlying structures. Additionally, diverse perspectives are essential. Involve individuals from various departments or functional areas to capture a comprehensive range of mental models.

One of the fundamental tools in systems thinking is the causal loop diagram. When using this tool, remember that simplicity is key. Start with a small and straightforward diagram, gradually adding elements as necessary. The diagram should reflect the story your group aims to depict accurately. Don’t fret about creating a diagram that includes every variable; focus on capturing the causal relationships that matter most.

Another valuable resource in systems thinking is the use of archetypes. These classic stories serve as powerful illustrations of systems behaviour. Keep the application of archetypes simple and relatable, allowing individuals to draw parallels between the archetypes and their own problems.

As you progress in your journey of applying systems thinking, it’s essential to gauge your proficiency and recognise when you have truly grasped its principles. Here are some indicators that can help you determine if you’re on the right track:

• Asking Different Kinds of Questions: A hallmark of systems thinking is a shift in the types of questions you ask. Instead of focusing solely on immediate causes and effects, you start exploring the underlying systemic structures and interconnections. You find yourself inquiring about feedback loops, dependencies, and unintended consequences, seeking a more holistic understanding of the system at play.
• Recognising Cautionary Flags: With a growing understanding of systems thinking, you become attuned to catchphrases that may oversimplify complex problems. For instance, when someone suggests, “The problem is we need more (sales staff, revenue),” you instinctively recognise the need to delve deeper. You redirect the discussion towards systemic factors, understanding that increasing staff or revenue alone may not address the root causes.
• Detecting Archetypes and Balancing Processes: As you deepen your knowledge of systems thinking, you begin to identify recurring patterns or archetypes in stories and real-world situations. These archetypes, such as “The Tragedy of the Commons” or “Shifting the Burden,” illustrate common systemic behaviours. Recognising these archetypes enables you to spot imbalances and reinforcing processes within a system, facilitating a more comprehensive analysis of complex issues.
• Surfacing Mental Models: Systems thinking invites a deep exploration of mental models—the deeply held beliefs, assumptions, and perspectives that shape our understanding of the world. As you progress, you become adept at recognising and challenging your own mental models and those of others. By surfacing and examining these mental models, you can uncover potential biases and broaden your perspective, enabling more robust problem-solving.
• Identifying Leverage Points: Leverage points are strategic areas within a system where interventions can have a significant and lasting impact. With increasing proficiency in systems thinking, you start recognising these leverage points, understanding which actions can create meaningful change. This heightened awareness empowers you to identify leverage points in classic systems stories and apply them creatively to real-world challenges.

Systems thinking is a transformative approach to problem-solving, offering a powerful lens through which to understand complex issues. By embracing these principles and utilising its tools, you can unlock fresh insights and uncover interconnected patterns. Whether you’re just beginning your journey or seeking to refine your skills, systems thinking empowers you to tackle challenges more comprehensively, paving the way for effective and sustainable solutions.

Remember, systems thinking is not just a method; it’s a lifelong practice that cultivates curiosity, clarity, compassion, choice, and courage. Embrace this holistic approach, and you’ll witness a paradigm shift in the way you perceive the world and address complex problems.

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Systems Thinking: How to Solve Problems So They Stay Solved

From production to customer service and marketing, organizations are made up of a series of interconnected parts. While each function may appear to operate efficiently on its own, a change in just one cog can throw the whole system out of whack. The problems that arise in interconnected organizations can be difficult to solve.

Systems thinking is problem-solving approach that examines the relationships between functions in an organization. Systems thinking is powerful because it enables you to predict the consequences of a potential change. This problem-solving method can also help you eliminate silos, see different viewpoints, and remain focused on the big picture.

Ultimately, systems thinking empowers you to solve problems so that they stay solved. Instead of offering quick-fix solutions that work only in the short term, systems thinking helps you make decisions that benefit your organization in the long run.

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• Apply systems thinking in the workplace in ways that benefit you and your organization: encouraging innovation, learning from mistakes, and enhancing leadership and management skills.
• Apply the tools of systems thinking to solve a problem.
• Minimize the unintended consequences of major decisions.

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MIS - System Approach

MIS | System Approach: In this tutorial, we will learn about the system approach in management information system, and systems approach features. By IncludeHelp Last updated : June 01, 2023

The system approach is based on the generalization that all things are inter-related and inter-dependent with one another. A system is made up of related and dependent elements that form a unique system. A system is simply an assemblage of things to forming a single unit.

One of the most significant characteristics is that it consists of a subsystem hierarchy. These are the components that form the main device, and so on. For instance, it is possible to view the world as a system in which different national economies are sub-systems.

System Approach as Planning, Organizing and Controlling in MIS

System approach in planning.

Planning is an essential feature of management. Planning involves deciding what needs to be done, who needs to do it, when to do it, and how to do it in advance. Two phases are part of the preparation process:

• Developing the strategic.
• Formulating the steps which are necessary to accomplish the plan, timing and expense.

System Approach in Organizing

Organizing is important for managers because it leads to successful group action. It also helps to keep people working together. The following points are shows about the System Approach in Organizing -

The good structure of the organization as outlined in the policies and procedure.

• Informal organizing.
• The individual as a device
• The method of organizational contact.
• The power chain.
• The functional method.
• The system for management process.

System Approach in Controlling

Controlling is necessary because the outcome of the desire needs to be achieved. The most popular approach consists of a three-step procedure—

Setting a performance standard requires the quality of performance we need. Quantitative or qualitative maybe these parameters.

Performance assessment against this standard is important to assess performance against standards once a standard has been developed.

Deviation Control-we understand that the first comparison of the norm with real results is made to calculate the deviation.

Systems Approach Features

• A system consists of elements that interact. It is a set of interrelated and inter-dependent components organized in a way that generates a cohesive whole.
• In their inter-relationships, rather than in isolation from each other, the different subsystems should be examined.
• There is a boundary in an organizational structure that defines which parts are internal and which are external.
• In a vacuum, there is no device. It receives data, materials and energy as inputs from other systems. Inside a system, these inputs undergo a phase of transformation and exit the system as an output to other systems.
• As it is sensitive to its environment, an organization is a dynamic structure. In his climate, he is vulnerable to change.

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Generic Approaches to Problem Analysis and Solving

• First Online: 07 May 2017

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The previous two chapters have laid the foundation of systems theories and already mentioned that these concepts are used for analysis, solving problems and decision making; to this end, this chapter will go into more detail about how to analyse problems, how to find solutions and how to make decisions. In doing so, it takes a rational approach. This contrast for part with reality when people often feel pressured, some associate decisions with emotions and past experiences, some procrastinate and others do not know how to put all information together in sense-making overview; hence, they tend to respond with a decision that seemed to work before, even for relatively new situations, or with a decision that may relate poorly to facts and information available.

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Dekkers, R. (2017). Generic Approaches to Problem Analysis and Solving. In: Applied Systems Theory. Springer, Cham. https://doi.org/10.1007/978-3-319-57526-1_4

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