Titlebook: Making Better Decisions Using Systems Thinking; How to stop firefigh Jaap Schaveling,Bill Bryan Book 2018 The Editor(s) (if applicable) and

GALL

書目名稱Making Better Decisions Using Systems Thinking影響因子(影響力)




書目名稱Making Better Decisions Using Systems Thinking影響因子(影響力)學科排名




書目名稱Making Better Decisions Using Systems Thinking網絡公開度




書目名稱Making Better Decisions Using Systems Thinking網絡公開度學科排名




書目名稱Making Better Decisions Using Systems Thinking被引頻次




書目名稱Making Better Decisions Using Systems Thinking被引頻次學科排名




書目名稱Making Better Decisions Using Systems Thinking年度引用




書目名稱Making Better Decisions Using Systems Thinking年度引用學科排名




書目名稱Making Better Decisions Using Systems Thinking讀者反饋




書目名稱Making Better Decisions Using Systems Thinking讀者反饋學科排名

MAIM

責怪

Pitfall of a Combination of Short Time Horizon and Not Looking Far Enough Around You,ause you have positive expectations of the intentions and behaviour of the other, in order to improve the collective yield. If the relation of trust has been abused, there are two methods to mend the relationship:

奇怪

rm and more effective approach by stepping back and analyzin.This book provides a framework to help managers go beyond simply fighting fires every day, offering the tools to address the underlying causes of recurring problems and deliver long-term solutions.. .The most obvious part of any problem is

極大的痛苦

What Is Systems Thinking?,ws it as an interactive system. It looks at the system as it ., it looks over the short-term horizon to identify unintended consequences. Insight into the interactions and relationships between phenomena enables you to intervene more effectively

不透明

Good Management: Dealing Wisely with Dilemmas,roblems are often difficult to fathom because of the distance in time and place between cause and effect. Wisdom is needed for taking time out, to better judge those relationships and improve the overview of the problem.

Glutinous

ETHER

Book 2018urring problems and deliver long-term solutions.. .The most obvious part of any problem is the pain it causes. The desire to end the pain and find a solution – any solution – that will make it go away now is usually so great that it blinds managers to the underlying systemic cause of the problem. Th

使害怕

Impatient Managers Create Chaos,asurement is. Our attention is always captured by the most obvious phenomena. We tend to look only at the lilies on the surface of the pond. Systems thinking is not a trick or gadget, it’s a way of approaching reality.

Arresting

Driving Forces that Generate and Sustain Patterns,llowing our instincts cleverly disguised in notions of “rationality”. To create an environment conducive to the smooth functioning of system 2 we have to create the space and the safety to question the “obvious” that was generated by system 1.