Systemic Refocusing

A Strategy for Sustainability
  • Peter Dudley
  • John Hassall


The initial formulation of Systemic Refocusing Strategy (SRS) was intended as an attempt to provide the system (at that time through the agency of the strategic decision makers of the system) with a tool for stepping beyond its own boundaries “thinking outside the box”. The notion in our initial papers was, that systems were (in general agreement with Checkland (1981)) linguistic devices through which decision makers cognized the world and how, through these devices, systems were able to move toward enhanced self-sustainability. Recursive applications of systemic principles in the work of, for example, Beer (1974; 1985), Bogdanov, (1996) Jantsch (1980), Lovelock (1995a and 1995b) and Prigogine (1980), suggest that systems are not able to exist in an isolated bubble of self-sustainability and, contrary to the precepts of traditional systems theory, the actions of the system can affect its environment in more than a merely trivial way. Therefore systemic decisions regarding self-sustainability (whether through the agency of strategic decision makers or not) must, in some way, be cognizant of the needs of their environment — in short, should its environment collapse, the system cannot survive.


Systemic Principle Recursive Application Critical System Thinking Linguistic Device Complex Interconnection 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Springer Science+Business Media New York 1997

Authors and Affiliations

  • Peter Dudley
    • 1
    • 2
  • John Hassall
    • 1
    • 2
  1. 1.Centre for Systems StudiesUniversity of HullUK
  2. 2.Wolverhampton Business SchoolUniversity of Wolverhampton Business DesignersUK

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