In the Spirit of Total Systems Intervention
Flood and Jackson’s (1991) Total Systems Intervention (TSI) is a meta-methodology that advocates the complementary use of hard, soft and critical systems methodologies. It encourages problem solvers to suspend judgement about which methodology will be used in the study pending the outcome of a creative process during which metaphors are used to illuminate issues of concern. Other factors that impinge on the question of methodology choice include the specific interests that are are being pursued by the problem solvers, and knowledge about various assumptions embodied in the different methodologies.
KeywordsHuman Resource Management Methodology Choice Soft System Methodology Viable System Model Strategic Planning Process
Unable to display preview. Download preview PDF.
- Ackoff, R. L., 1981, “Creating the Corporate Future”, JohnWiley & Sons, New York.Google Scholar
- Beer, S., 1985, “Designing the System for Organisation,” Wiley, Chichester.Google Scholar
- Checkland, P. B., 1981, “Systems Thinking, Systems Practice,” John Wiley & Sons, Chichester.Google Scholar
- Eden, C, Jones, S., and Sims, D., 1983, “Messing about in Problems,” Pergamon, Oxford.Google Scholar
- Flood, R. and Jackson, M. C., 1991, “Creative Problem Solving — Total Systems Intervention,” John Wiley & Sons, Chichester.Google Scholar
- Mason, R. O., and Mitroff, I. I., 1981, “Challenging Strategic Planning Assumptions,” John Wiley & Sons, New York.Google Scholar