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| List of contributors | |
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| Preface | |
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| Acknowledgements | |
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| Complementarity in Systems Modelling | |
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| Systems modelling | |
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| Messes and wicked problems | |
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| Hard and soft approaches | |
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| What do we mean by complementarity? | |
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| References | |
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| Insights from Complexity: Organizational Change and Systems Modelling | |
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| Introduction | |
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| Complex adaptive systems and complexity | |
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| Complexity and management | |
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| Working with systemic problems | |
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| The simulation of complexity | |
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| Conclusion: complementarity intrinsic to complexity? | |
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| References | |
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| "Classic" OR and "Soft" OR--an Asymmetric Complementarity | |
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| Introduction | |
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| Classic OR methodology | |
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| Soft systems methodology | |
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| "Hard" and "soft" perspectives | |
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| The relation between "hard" and "soft" perspectives: an asymmetric complementarity | |
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| Conclusion | |
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| References | |
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| The Effectiveness of High-Dependency Care | |
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| Introduction | |
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| The issues | |
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| Effective high-dependency care provision | |
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| Methods and methodology | |
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| Analysing the introduction of high-dependency care | |
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| Effects | |
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| Conclusions | |
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| References | |
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| Complementarity in Practice | |
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| Introduction | |
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| Organizational setting for OR/MS practice | |
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| Types of assistance available | |
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| OR/MS in relation to other consulting offerings | |
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| Models and modelling | |
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| Examples from the oil and gas industry | |
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| Complementarity of hard and soft | |
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| References | |
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| The Complementary use of Hard and Soft OR in Developing Tax Policy | |
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| Introduction | |
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| Background | |
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| The hard OR in the tax study | |
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| The soft OR | |
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| Complementarity | |
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| Acknowledgements | |
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| References | |
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| Mental Models and Learning in System Dynamics Practice | |
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| Introduction | |
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| Mental models, transitional objects and formal models | |
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| Models of business and social systems | |
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| The BBC World Service modelling project | |
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| The impact of the World Service Project on managerial thinking | |
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| Discussion | |
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| References | |
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| Using Causal Mapping--Individual and Group, Traditional and New | |
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| Background to mapping | |
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| Modes of use | |
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| Applications of mapping | |
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| Some considerations in usage for problem "solving" and strategy development | |
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| Organizational learning and forensic analysis through mapping | |
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| Some considerations in usage for organizational learning | |
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| Summary | |
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| References | |
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| Use of "Soft OR" Models by Clients--What do They Want from Them? | |
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| Introduction | |
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| The nature of clients | |
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| Politics and political feasibility | |
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| Delivering "added value": problem structuring in groups--modelling as "structuring", negotiating and agreeing | |
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| Flexibility of tools and techniques--having a wide range and being able to use them contingently | |
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| Visual interactive modelling means workshops which means facilitation | |
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| Issues of closure | |
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| Summary | |
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| References | |
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| The Status of Models in Defence Systems Engineering | |
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| Introduction | |
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| What is systems engineering? | |
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| The nature of modern systems challenges | |
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| Traditional problem domain boundaries | |
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| The uses of models | |
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| The status of models in systems engineering | |
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| Conclusions | |
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| References | |
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| Complementarity in Ministry of Defence or Practice | |
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| Introduction | |
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| A high-level study | |
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| Equipment acquisition studies | |
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| The Falcon communications system | |
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| Defence logistics: "from factory to foxhole" | |
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| The Strategic Assessment Method (SAM) | |
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| OA in the MoD | |
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| Models, methods and strategy in MoD OA | |
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| Complementarity in MoD OA | |
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| Final thoughts | |
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| References | |
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| Bringing it All Together | |
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| A personal reprise | |
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| So, what can we learn? | |
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| References | |
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| Index | |