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This paper discusses the history of archetypes, their application across various disciplines, and their traditional meaning within the domain of systems theory. In discussing the existing forms, a need is identified for archetypes that can be used to evaluate complex system behaviour. The generalised archetypical environment discussed is framed in...
Context in source publication
Context 1
... the dissipative model of the systems environment, the open system floats in a homeokinetic plateau (van Gigch, 1991) that exists between maximum concentrated energy (the past) and maximum entropy (the future). This environment is shown in Figure 5. In order to remain viable, the open system must continuously collect and use free energy to reduce internal entropy (Schrodinger, 1946;Flear, 1948). ...
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Citations
This chapter provides an overview of the current state of the CSG field, including achievements, future challenges, and developmental directions. CSG is introduced as an evolution and distinction from System of Systems Engineering. Following the introduction, four primary areas of exploration are examined. First, a summary of the current state of the CSG Field is conducted. The current state of the field is critiqued with respect to what has been accomplished as well as present shortcomings. Second, advancement challenges across the spectrum of theoretical/conceptual, application, and supporting methods/tools/techniques are examined. Third, the future development of the CSG Field as ‘the system-science based engineering of technologies for application to improve design, execution, and development of complex systems’ is explored. Fourth, major points of consideration for advancing practice of CSG is examined. The chapter concludes with a set of exercises to examine critical issues in the design, execution, and evolution of systems using CSG.KeywordsCSG fieldDevelopment challengesFuture directions
Purpose
Managerial decision-making is an area of interest to both academia and practitioners. Researchers found that managers often fail to manage complex decision-making tasks and system thinkers assert that generic structures known as systems archetypes help them to a great deal in handling such situations. In this paper, it is demonstrated that decision makers resort to lowering of goal (quick-fix) in order to resolve the gap between the goal and current reality in the “drifting the goals” systems archetype.
Design/methodology/approach
A real-life case study is taken up to highlight the pitfalls of “drifting the goals” systems archetype for a decision situation in the Indian two-wheeler industry. System dynamics modeling is made use of to obtain the results.
Findings
The decision makers fail to realize the pitfall of lowering the goal to resolve the gap between the goal and current reality. It is seen that, irrespective of current less-than-desirable performance, managers adopting corrective actions other than lowering of goals perform better in the long run. Further, it is demonstrated that extending the boundary and experimentation results in designing a better service system and setting benchmarks.
Practical implications
The best possible way to avoid the pitfall is to hold the vision and not lower the long term goal. The managers must be aware of the pitfalls beforehand.
Originality/value
Systems thinking is important in complex decision-making tasks. Managers need to embrace long-term perspective in decision-making. This paper demonstrates the value of systems thinking in terms of a case study on the “drifting the goals” systems archetype.
