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| Foreword to the Third Edition | |
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| Foreword to the Second Edition | |
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| Preface | |
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| Acknowledgment | |
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| System Philosophy: The Name of the Devil | |
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| How the Game Is Evolving | |
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| Imitation | |
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| Inertia | |
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| Suboptimization | |
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| Change of the Game | |
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| Shift of Paradigm | |
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| Interdependency and Choice | |
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| On the Nature of Organization: The First Paradigm Shift | |
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| On the Nature of Inquiry | |
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| The Second Paradigm Shift | |
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| The Competitive Games | |
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| Mass Production ? Interchangeably of Parts and Labor | |
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| Divisional Structure ? Managing Growth and Diversity | |
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| Participative Management | |
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| Operations Research ? Joint Optimization | |
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| Lean Production System ? Flexibility and Control | |
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| Interactive Management ? Design Approach | |
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| Systems Theory: The Nature of the Beast | |
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| Systems Principles | |
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| Openness | |
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| Purposefulness | |
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| Recap | |
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| Multidimensionality | |
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| Plurality of Function, Structure, and Process | |
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| Recap | |
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| Emergent Property | |
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| Recap | |
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| Counterintuitive Behavior | |
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| Recap | |
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| Sociocultural System | |
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| Self-Organization: Movement Toward a Predefined Order | |
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| Information-Bonded Systems | |
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| Culture | |
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| Social Learning | |
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| Culture as an Operating System | |
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| Development | |
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| Schematic View of Theoretical Traditions | |
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| Systems View of Development | |
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| Obstruction to Development | |
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| Alienation | |
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| Polarization | |
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| Corruption | |
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| Terrorism | |
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| Recap | |
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| Systems Methodology: The Logic of the Madness | |
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| Holistic Thinking | |
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| Iterative Process of Inquiry | |
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| Systems Dimensions | |
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| Generation and Dissemination of Wealth | |
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| Generation and Dissemination of Power(Centralization and Decentralization Happen at the Same Time) | |
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| Generation and Dissemination of Beauty: social Integration | |
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| Generation and Dissemination of Knowledge | |
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| Generation and Dissemination of the Value: Conflict Management | |
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| Operational Thinking | |
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| Complexity | |
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| Open Loop or Closed Loop Systems | |
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| Linear or Nonlinear systems | |
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| Operational Thinking, the iThink Language | |
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| Connectors | |
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| Modeling Interdependency | |
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| Dynamics of Throughput Systems | |
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| Critical Properties of the Process | |
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| Model of the Process | |
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| Measurement and Learning | |
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| Design Thinking | |
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| Design Thinking, as the Systems Methodology | |
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| Operating Principles of Design Thinking | |
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| Modular Design | |
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| Design and Process of Social Change | |
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| Interactive Design | |
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| Idealization | |
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| Realization ? Successive Approximation | |
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| Dissolving the second-Order Machine | |
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| Critical Design Elements | |
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| Measurement and Reward System (A Social Calculus) | |
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| Vertical Compatibility | |
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| Horizontal Compatibility | |
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| Temporal Compatibility | |
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| Target Costing | |
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| Formulating the Mess | |
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| Searching | |
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| Systems Analysis | |
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| Obstruction Analysis | |
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| System Dynamics | |
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| Mapping the Mess | |
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| Telling the Story | |
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| Formulating the Mess: A Case Review (Story of Utility Industry) | |
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| Success Changes the Game, Lack of Explicit Vision | |
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| Monopolistic, Cost Plus, Regulated Environment | |
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| The Non-Competitive Culture | |
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| The Input-Based Personnel Policy | |
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| Mediocrity, Tolerance of Incompetence | |
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| Structural Incompatibility | |
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| Uncertainty About the Future | |
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| The Present Mess | |
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| Drivers Defining the Behavior of the Present State of the Economy | |
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| How the Game Is Evolving | |
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| Current Crisis and Future Challenges | |
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| Business Architecture | |
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| The System's Boundary and Business Environment | |
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| Purpose | |
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| Functions | |
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| Structure | |
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| Output Dimension | |
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| Input Dimension | |
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| Market Dimension | |
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| Internal Market Economy | |
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| Processes | |
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| Planning, Learning, and Control System | |
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| Measurement System | |
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| Recap | |
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| Systems Practice: The Gutsy Few | |
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| The Oneida Nation | |
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| Desired Specifications | |
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| Systems Architecture | |
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| Governance | |
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| Governing Body | |
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| Chief of Staff | |
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| Planning, Learning, and Control System | |
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| Planning, Learning, and Control Board | |
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| Membership Systems | |
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| Empowerment | |
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| The Tie That Bonds | |
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| Membership Network | |
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| Consensus-Building Process | |
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| Back to the Future | |
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| Performance Criteria and Measures | |
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| Learning Systems | |
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| Learning to Learn (Formal Education) | |
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| Learning to Be (Cultural Education) | |
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| Learning to Do (Professional Education) | |
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| Support Functions | |
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| Advocacy Functions | |
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| Oneida Multiversity | |
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| Performance Criteria and Measures | |
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| Business Systems | |
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| Services Sector | |
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| Industry Sector | |
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| Leisure Sector | |
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| Land and Agriculture Sector | |
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| Marketing Sector | |
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| Governance and Intersystem Relationships | |
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| Core Services | |
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| Government Services Division | |
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| Infrastructure Development Division | |
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| Ordinance Division | |
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| Performance Criteria and Measures | |
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| Governance and Oversight | |
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| External Environment | |
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| Judicial System | |
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| Contextual Analysis | |
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| Contextual Challenge | |
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| Democratic Challenge | |
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| Butterworth Health System | |
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| Issues, Concerns, and Expectations | |
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| Design Specifications | |
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| The Architecture | |
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| Market Dimension | |
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| Market Access | |
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| Care System | |
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| Contextual Background | |
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| Desired Specifications | |
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| Common Features | |
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| Preventive Care | |
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| Interventional Care | |
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| Viability Care | |
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| Terminal Care | |
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| Output Dimension | |
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| Alternative One: Traditional Functional Structure | |
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| Alternative Two: Modular Structure | |
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| Health Delivery System Design: The Makeup | |
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| Community-Based Health Delivery System | |
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| Specialized Health Delivery System | |
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| Shared Services | |
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| Core Knowledge | |
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| Shared Services | |
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| Meed for Centralization | |
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| Control Versus Service | |
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| Customer Orientation | |
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| Health Delivery System, Core Knowledge, and Care System Interactions | |
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| The Executive Office | |
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| Recap | |
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| The Marriott Corporation | |
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| The Environment: How the Game Is Evolving | |
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| Bases for Competition | |
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| Purpose | |
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| Principles and Desired Characteristics | |
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| Mission | |
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| The Architecture | |
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| Product/Market Mix | |
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| Region/Market Operation | |
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| Brand Management | |
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| Core Components | |
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| Core Knowledge | |
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| Critical Processes | |
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| Recap | |
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| Commonwealth Energy System | |
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| Stakeholders' Expectations | |
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| Shareholders' Expectations | |
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| Regulators' Expectations | |
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| Employees' Expectations | |
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| Customers' Expectations | |
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| Suppliers' Expectations | |
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| Public's Expectations | |
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| Business Environment | |
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| The Changing Game: The Energy Industry | |
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| The Changing Game: COM/Energy | |
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| Design | |
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| Purpose and Strategic Intent | |
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| Core Values and Desired Specifications | |
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| General Architecture | |
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| Core Business Units: Gas and Electricity Distribution | |
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| Customer-Oriented Business Units: Energy Supply Systems and Management Services | |
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| Cogeneration and Packages of Energy Supply(Industrial and Commercial) | |
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| Energy Efficiency and Electrotechnologies(ResidentiaI a nd CommerciaI) | |
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| Technology/Supply- Oriented Business Units: Energy Generation and Supply | |
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| Energy Generation (Canal) | |
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| Gas Storage (LNG) | |
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| Steam Services | |
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| Energy Brokerage and International Operations | |
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| Energy Brokerage | |
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| International Operations | |
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| Shared Services (Performance Centers) | |
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| Service Company | |
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| Financial Systems | |
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| Executive Office | |
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| Core Knowledge Pool | |
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| Learning and Control System | |
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| Carrier Corporation | |
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| Expectations, Assumptions, and Specifications | |
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| The Changing Game: In General | |
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| The Changing Game: The HVAC Industry | |
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| Drivers for Change | |
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| Bases for Competition | |
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| Core Values | |
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| Products and Services | |
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| Core Technology and Know-How | |
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| Sales and Distribution System | |
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| Systems Architecture | |
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| Desired Characteristics | |
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| A Multidimensional Framework | |
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| Markets | |
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| Regional Units | |
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| Area Units | |
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| Output Units | |
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| Components | |
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| Inputs | |
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| The Technology | |
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| Operational Support (Process Design) | |
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| Management Support Services | |
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| Business Processes | |
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| Decision System | |
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| Performance Measurement and Reward System | |
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| Target Costing and Variable Budgeting System | |
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| Author Biography | |
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| Conclusion | |
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| Referencesp339 | |
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| Index | |