Campbell et al - Systemic Work With Organizations (1994).pdf

Campbell, David Systemic Work with Organizations: A New Model for Managers and Change Agents (1994). (Systemic Thinking & Practice Series) EDITORS' FORE WORD One of the unique features of this book is the fact that the three authors, from very diverse backgrounds, have come together at this particular time to create a conjoint approach to work with organizations. From psychology and commerce and engineering they have reached a common commitment to a new way of understanding organizations. They are transposing systemic thinking from its origins in the therapeutic and academic world of the social sciences to the hard-edged world of organizational life. For years it has seemed eminently logical to think of organizations as systems, but no one has devised a method for using these ideas to bring about change. Because the authors are amongst only a handful who are applying these new ideas as consultants to a range of public and private sector organizations, they are preoccupied with the problem of understanding and evaluating their own work: "What works in which situation ... and what doesn't work . . . and why?" Their aim is to gather their experiences together into a methodology that will enable other practitioners to use these ideas. Why should this book be appropriate at this particular time? As editors we believe that the ideas in the book mirror the increasing complexity of life today and the need to acknowledge an increasing range of views and opinions about any issue. The days of simple structures and easy explanations are gone, and practitioners need tools to help them make sense of this emerging diversity. We see systemic thinking?and its application called constructionist consultancy ? as just such tools. We are also aware that this book introduces this Series to a new market. It aspires to create new ground?between the social scientists and organization change agents?where new thinking can be applied to old problems and where old ways of thinking can be challenged with new techniques. The authors wrote with a new audience in mind because they believe that increasingly complicated organizational problems require a different kind of practitioner than has existed before. They have tried to make the book and its ideas as accessible and concise as possible, knowing full well that some people find the language of systems thinking very strange, and that managers and consultants do not have time to wade through lengthy tomes to garner fresh ideas. We hope familiar readers will find systemic ideas placed in new contexts; for those of you coming to this field for the first time, welcome! David Campbell Ros Draper London October 1994

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