Creative Problem Solving * Total Systems Intervention * Robert L. Flood and Michael C. Jackson Department of Management Systems and Sciences, University of Hull, UK In the modern world organisations are faced with innumerable and multifaceted issues which cannot be captured in the minds of a few experts and solved with the aid of some super-method. It would be equally wrong to revert to a trial and error approach. We need to retain rigorous and formalised thinking, while admitting the need for a range of problem solving methodologies. The future prospects of management science will be much enhanced if (a) the diversity of issues confronting managers is accepted, (b) work on developing a rich variety of problem solving methodologies is undertaken, and (c) we continually ask the question: 'What kind of issue can be 'managed' with which sort of methodology?' This volume, Creative Problem Solving: Total Systems Intervention, amounts to the bringing together of a huge human effort in the area of the management sciences. Each particular methodology that we have presented in this book is the realisation of years of work by many people, and the management and organisation theory to which we refer goes back nearly a century and has employed armies of researchers. Total systems intervention stands at the top of this mountain of effort and is able to offer an overview of the management-oriented disciplines which enables managers and decision makers to gain a command over how to employ them as a whole.

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Detalles bibliogr�ficos

T�tulo: Creative Problem Solving: Total Systems Intervention
Editor: John Wiley & Sons
Fecha de publicaci�n: 1991
Idioma: Ingl�s
ISBN 10: 0471930520
ISBN 13: 9780471930525
Encuadernaci�n: Hardcover
Estado: Collectible-Very Good
Peso: 705 gramos

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Sinopsis

This book is about helping managers and decision makers to choose and use the most appropriate problem solving approaches available for managing the complexity and diversity of the difficulties that they face. By describing and analysing a range of different approaches, it investigates the strengths and weaknesses of each and provides its own approach for the complementary and integrated use of different system methodologies.

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About the authors Robert L. Flood, born 1955, is Professor of Management Sciences at the University of Hull, UK. He worked for 8 years in management with Paramount Pictures, National Opinion Polls and the Berkshire Area Health Authority, and actively pursues his management interests through consultancy, mainly in commercial organisations. He has authored 4 books, edited 2 others, is founding editor of the journal Systems Practice and has published in many other learned journals. Professor Flood holds a PhD in Systems Science and is also a Chartered Engineer. Michael C. Jackson, born 1951, is Professor of Management Systems at the University of Hull, UK. Prior to entering academic life he worked for 4 years in the civil service. He enjoys diverse consultancy interests with a particular focus on community projects and non-profit-making organisations. He has authored 2 books, edited 6 others, is deputy editor of the journal Systems Practice and has published in many other learned journals and contributed to several books. Professor Jackson holds a Masters degree in Systems and is currently Chair of the UK Systems Society.

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