This book provides an innovative foundation for looking at human and social behavior u as a system of purposeful (teleological) events. It uses a systems theoretical approach for the study of these phenomena, and illustrates and extends general systems theory. Part One develops the concepts of traditional mechanism from which, successively, the concepts of "function," "choice," "goal-seeking," and "purposefulness" are derived, leading to a quantitative formulation of "personality". Part Two provides an analysis of aspects of purposeful behavior and personality, and Part Three explores the interaction of purposeful systems. Part Four is concerned with the study of social groups and ideal-seeking behavior. Finally, structural concepts underpinning the theoretical system are redefined in technological terms, thus demonstrating the non-vicious circularity and interdependence of all scientific concepts.
This book provides an innovative foundation for looking at human and social behavior u as a system of purposeful (teleological) events. It uses a systems theoretical approach for the study of these phenomena, and illustrates and extends general systems theory. Part One develops the concepts of traditional mechanism from which, successively, the concepts of "function," "choice," "goal-seeking," and "purposefulness" are derived, leading to a quantitative formulation of "personality". Part Two provides an analysis of aspects of purposeful behavior and personality, and Part Three explores the interaction of purposeful systems. Part Four is concerned with the study of social groups and ideal-seeking behavior. Finally, structural concepts underpinning the theoretical system are redefined in technological terms, thus demonstrating the non-vicious circularity and interdependence of all scientific concepts.
This book provides an innovative foundation for looking at human and social behavior as a system of purposeful (teleological) events. It uses a systems theoretical approach for the study of these phenomena, and illustrates and extends general systems theory. Part One develops the concepts of traditional mechanism from which, successively, the concepts of "function," "choice," "goal-seeking," and "purposefulness" are derived, leading to a quantitative formulation of "personality". Part Two provides an analysis of aspects of purposeful behavior and personality, and Part Three explores the interaction of purposeful systems. Part Four is concerned with the study of social groups and ideal-seeking behavior. Finally, structural concepts underpinning the theoretical system are redefined in technological terms, thus demonstrating the non-vicious circularity and interdependence of all scientific concepts. "What makes this book magical' is that Ackoff provides operational definitions' for many ill-defined words and concepts--from defining knowledge' and understanding' to providing definitions of feelings/emotions.... In terms of Kuhn's idea of paradigm shifts'--this book represents a shift that has yet to be appreciated, thirty years later." --W. Curtiss Priest, Massachusetts Institute of Technology Russell L. Ackoff is chairman of the board of the Institute for Interactive Management. Since 1986 he has been the Anheuser-Busch Professor Emeritus of Management Science, The Wharton School, University of Pennsylvania. He is also the Anheuser-Busch Visiting Professor of Marketing, Olin School of Business, Washington University, St. Louis. He was former chairman of the Social Systems Science Department and the Busch Center, which specializes in systems planning, research, and design. Dr. Ackoff is the author and co-author of nineteen books. Fred E. Emery was Senior Research Fellow at the Australian National University, Canberra. Previously he was chairman of the Human Resources Centre at the Tavistock Institute, and a fellow at the Center for Advanced Studies in the Behavioral Sciences, Palo Alto. Brent D. Ruben is professor of communication and executive director, Center for Organizational Development and Leadership at Rutgers University.
Good design systems can help you create digital products with efficiency and consistency. But great design systems will support and strengthen your team’s creativity at the same time. In Expressive Design Systems, Yesenia Perez-Cruz shows you how to build useful, dependable systems that not only maintain harmony across your products, but also flex to accommodate inspiration and experimentation. Learn to communicate your brand, collaborate across teams—and do so much more than standardize components.
Thinkers50 Top 10 Best New Management Books for 2022 A distinguished Harvard Business School professor offers a compelling reassessment and defense of purpose as a management ethos, documenting the vast performance gains and social benefits that become possible when firms manage to get purpose right. Few business topics have aroused more skepticism in recent years than the notion of corporate purpose, and for good reason. Too many companies deploy purpose, or a reason for being, as a promotional vehicle to make themselves feel virtuous and to look good to the outside world. Some have only foggy ideas about what purpose is and conflate it with strategy and other concepts like “mission,” “vision,” and “values.” Even well-intentioned leaders don’t understand purpose’s full potential and engage half-heartedly and superficially with it. Outsiders spot this and become cynical about companies and the broader capitalist endeavor. Having conducted extensive field research, Ranjay Gulati reveals the fatal mistakes leaders unwittingly make when attempting to implement a reason for being. Moreover, he shows how companies can embed purpose much more deeply than they currently do, delivering impressive performance benefits that reward customers, suppliers, employees, shareholders, and communities alike. To get purpose right, leaders must fundamentally change not only how they execute it but also how they conceive of and relate to it. They must practice what Gulati calls deep purpose, furthering each organization’s reason for being more intensely, thoughtfully, and comprehensively than ever before. In this authoritative, accessible, and inspiring guide, Gulati takes readers inside some of the world’s most purposeful companies to understand the secrets to their successes. He explores how leaders can pursue purpose more deeply by navigating the inevitable tradeoffs more deliberately and effectively to balance between short- and long-term value; building purpose more systematically into every key organizational function to mobilize stakeholders and enhance performance; updating organizations to foster more autonomy and collaboration, which in turn allow individual employees to work more purposefully; using powerful storytelling to communicate a reason for being, arousing emotions and building a community of inspired and committed stakeholders; and building cultures that don’t merely support purpose, but also allow employees to link the corporate purpose to their own personal reasons for being. As Gulati argues, a deeper engagement with purpose holds the key not merely to the well-being of individual companies but also to humanity’s future. With capitalism under siege and relatively low levels of trust in business, purpose can serve as a radically new operating system for the enterprise, enhancing performance while also delivering meaningful benefits to society. It’s the kind of inspired thinking that businesses—and the rest of us—urgently need.
This book provides an innovative foundation for looking at human and social behavior as a system of purposeful (teleological) events. It uses a systems theoretical approach for the study of these phenomena, and illustrates and extends general systems theory. Part One develops the concepts of traditional mechanism from which, successively, the concepts of "function," "choice," "goal-seeking," and "purposefulness" are derived, leading to a quantitative formulation of "personality". Part Two provides an analysis of aspects of purposeful behavior and personality, and Part Three explores the interaction of purposeful systems. Part Four is concerned with the study of social groups and ideal-seeking behavior. Finally, structural concepts underpinning the theoretical system are redefined in technological terms, thus demonstrating the non-vicious circularity and interdependence of all scientific concepts. "What makes this book magical' is that Ackoff provides operational definitions' for many ill-defined words and concepts--from defining knowledge' and understanding' to providing definitions of feelings/emotions.... In terms of Kuhn's idea of paradigm shifts'--this book represents a shift that has yet to be appreciated, thirty years later." --W. Curtiss Priest, Massachusetts Institute of Technology Russell L. Ackoff is chairman of the board of the Institute for Interactive Management. Since 1986 he has been the Anheuser-Busch Professor Emeritus of Management Science, The Wharton School, University of Pennsylvania. He is also the Anheuser-Busch Visiting Professor of Marketing, Olin School of Business, Washington University, St. Louis. He was former chairman of the Social Systems Science Department and the Busch Center, which specializes in systems planning, research, and design. Dr. Ackoff is the author and co-author of nineteen books. Fred E. Emery was Senior Research Fellow at the Australian National University, Canberra. Previously he was chairman of the Human Resources Centre at the Tavistock Institute, and a fellow at the Center for Advanced Studies in the Behavioral Sciences, Palo Alto. Brent D. Ruben is professor of communication and executive director, Center for Organizational Development and Leadership at Rutgers University.
The classic book on systems thinking—with more than half a million copies sold worldwide! "This is a fabulous book... This book opened my mind and reshaped the way I think about investing."—Forbes "Thinking in Systems is required reading for anyone hoping to run a successful company, community, or country. Learning how to think in systems is now part of change-agent literacy. And this is the best book of its kind."—Hunter Lovins In the years following her role as the lead author of the international bestseller, Limits to Growth—the first book to show the consequences of unchecked growth on a finite planet—Donella Meadows remained a pioneer of environmental and social analysis until her untimely death in 2001. Thinking in Systems is a concise and crucial book offering insight for problem solving on scales ranging from the personal to the global. Edited by the Sustainability Institute’s Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills that thought leaders across the globe consider critical for 21st-century life. Some of the biggest problems facing the world—war, hunger, poverty, and environmental degradation—are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous power to undermine the best efforts of too-narrow thinking. While readers will learn the conceptual tools and methods of systems thinking, the heart of the book is grander than methodology. Donella Meadows was known as much for nurturing positive outcomes as she was for delving into the science behind global dilemmas. She reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble, and to stay a learner. In a world growing ever more complicated, crowded, and interdependent, Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.
Russell Ackoff is a very special management thinker. As an architect, city planner, doctor of philosophy, behavioral scientist, trailblazer in the fields of organizational, operations, and systems theory, bestselling author, distinguished Wharton School professor, and head of his own management education and consulting firm, he qualifies, as do few others in this century, for the title of "Renaissance Man." Fortunately, he makes up for this grievous shortcoming by also being an outrageously funny observer of homo commercium. Now, Ackoff's Best offers you an opportunity to become acquainted with this irreverent genius who, over the past forty years, has done so much to shape our understanding of the modern business organization. Compiled by the author, Ackoff's Best encapsulates the author's most controversial, influential, and wittiest work to appear since the 1970s. Ackoff's groundbreaking exploration of systems theory and its effect on business provides the backbone of this collection. Also included are his most lasting and thought-provoking writings on an array of topics in business, society, and human behavior that well reflect the sweeping scope of Ackoff's intellect and expertise. From managing teams, maximizing the effectiveness of information systems, and problem solving, to creativity, crime, and the role of the corporation in a democratic society, these writings are a cornucopia of insights, observations, and powerful lessons that will help you maximize your personal development and the effectiveness of your organization. An excellent introduction for newcomers to Russell Ackoff, and a welcome compendium of Ackoff's pithiest writings for those already familiar with his ideas from such classic works as Creating the Corporate Future and The Art of Problem Solving, Ackoff's Best is required reading for every intelligent businessperson. "The range, depth, and perspectives of these essays on management illustrate, once again, Russ Ackoff's unique genius." —Warren Bennis, University Professor, University of Southern California, and Co-author, Co-Leaders "Russ Ackoff uses words that cut through the familiar and open doors in one's brain." —Arie P. de Geus, Author, The Living Company "Ackoff's Best captures the lucid and compelling explorations of one of the most profound and influential thinkers of our time." —Ray Stata, Chairman of the Board, Analog Devices "This collection reminds me that I have learned my most valuable lessons from Russ Ackoff." —Vince Barabba, General Manager, Corporate Strategy and Knowledge Development, General Motors Corporation
How organizations can foster diversity, equity, and inclusion: taking action to address and prevent workplace bias while centering women of color. Few would disagree that inclusion is both the right thing to do and good for business. Then why are we so terrible at it? If we believe in the morality and the profitability of including people of diverse and underestimated backgrounds in the workplace, why don't we do it? Because, explains Ruchika Tulshyan in this eye-opening book, we don't realize that inclusion takes awareness, intention, and regular practice. Inclusion doesn't just happen; we have to work at it. Tulshyan presents inclusion best practices, showing how leaders and organizations can meaningfully promote inclusion and diversity. Tulshyan centers the workplace experience of women of color, who are subject to both gender and racial bias. It is at the intersection of gender and race, she shows, that we discover the kind of inclusion policies that benefit all. Tulshyan debunks the idea of the “level playing field” and explains how leaders and organizations can use their privilege for good by identifying and exposing bias, knowing that they typically have less to lose in speaking up than a woman of color does. She explains why “leaning in” doesn't work—and dismantling structural bias does; warns against hiring for “culture fit,” arguing for “culture add” instead; and emphasizes the importance of psychological safety in the workplace—you need to know that your organization has your back. With this important book, Tulshyan shows us how we can make progress toward inclusion and diversity—and we must start now.
A higher purpose is not simply about profit. Symbolising the motivations of our actions and efforts, it reflects something much more aspirational and contributes to our global society. This open access book offers novel solutions to ensure employees support a wider organizational meaning whilst guaranteeing that the company benefits from the employee’s individual sense of purpose. Advocating a shift from previous models and theories, this book contributes to debate and offers insight for both scholars and practitioners. The chapters bring together academic rigour and practical models to help readers distinguish between the fads and influential strategies. Exploring the development of purpose at each level of business, from strategy and leadership to communication, this book avoids theoretical jargon and provides new approaches to building sustainable purpose-driven organizations. This is an Open Access book sponsored by DPMC Spain, UIC Barcelona and Corporate Excellence - Centre for Reputation Leadership
