Applications of Systems Thinking and Soft Operations by Anthony J. Masys

By Anthony J. Masys

This publication captures present tendencies and advancements within the box of structures pondering and smooth operations learn which are utilized to resolve today's problems of dynamic complexity and interdependency. Such ‘wicked difficulties’ and messes are probably intractable difficulties characterised as value-laden, ambiguous, and risky, that face up to being tamed by means of classical challenge fixing. activities and interventions linked to this advanced challenge house could have hugely unpredictable and accidental effects. Examples of such advanced difficulties comprise overall healthiness care reform, worldwide weather switch, transnational severe and arranged crime, terrorism, place of origin defense, human safety, catastrophe administration, and humanitarian reduction. relocating in the direction of the improvement of suggestions to those complicated challenge areas is dependent upon the lens we use to envision them and the way we body the matter. it is going to be proven that structures pondering and delicate operations examine has had nice luck in contributing to the administration of complexity. 

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Additional resources for Applications of Systems Thinking and Soft Operations Research in Managing Complexity: From Problem Framing to Problem Solving (Advanced Sciences and Technologies for Security Applications)

Sample text

We face a problem of complexity, where non-linear interactions play an important role. Understanding and improving the performances of highly interdependent processes in complex organizations is possible only if we understand: • the variation associated with single processes; • the cause-effect relationships among them; • the impact that they have individually and cumulatively on the final result. In other words, we have to approach the organization (system) as a whole. It is important to understand that SPC is not simply a technique or a tool for measuring.

When we map out the organization as a system in this way, functional roles disappear and what emerges is a network of conversations that need to take place on a regular basis to make the linkages work towards the goal. This map of processes is not static; it develops over time with the life of the organization. Once we have gained a clear picture of the organization through the mapping process, we identify what we call “key quality characteristics”. These are special places inside the organization that we understand have a major impact on the performance of the organization as a whole.

However, as was said earlier, the balance of activities across this subsystem is equally important. Here criticisms of SOCA have not been in short supply. It seems that many within the organisation, as well as some outside of it, have accused SOCA of focussing too much on the gathering and processing of intelligence, building up a “never-ending criminal intelligence picture” and, in spite of its stated priority, failing to “stem the flow of drugs into the country” through a lack of operational activity (Laville 2009).

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