Improving managers' intelligence through Systems Thinking

摘要

Purpose Accepting the assumption that our intelligence depends on the ability to construct models which may allow us to acquire, update and transmit our knowledge, this paper aims to highlight the role of Systems Thinking in developing the "intelligence" of managers for all types and sizes of organization. Design/methodology/approach Four relevant contributions for improving the "intelligence" of managers will be examined: the ability to understand and model dynamic systems, the structure of Control Systems, the rules of the decision-making process and the identification of systems archetypes. Findings The paper will show that Systems Thinking, through the logic of Control Systems, offers managers a comprehensive representation of the problem-solving and decision-making processes, teaching them how to distinguish problems from symptoms and to acquire a leverage effect. Additionally, Senge's system archetypes will be presented and new archetypes will be added to Senge's list.