Affiliations: Department of Management & Organization, Central Connecticut State University, 1615 Stanley Street, New Britain, CT 06050, USA
Abstract: The dominant forms of systems thinking can be divided into five basic categories, ‘hard’ and ‘soft’ systems thinking, cybernetic, servo-mechanistic, and integrative systems thinking. ‘Soft’ systems thinking stands out as the perspective that is most supportive of organizational learning. Organizational learning is a process that has received growing attention in industry. Despite the encouraging reports concerning the efficacy of its use, there are many potential stumbling blocks that may limit its wide-spread use in the business world. One of the most serious potential difficulties that may arise involves the incompatibility between the forms of systems thinking which are used and espoused within an organization and those beliefs which are necessary to support organizational learning. Traditionally, Western organizations have adopted models which are based on ‘hard’ systems thinking, such as operational research and systems analysis. Yet, this approach is in many respects antithetical to the precepts of organizationallearning. This paper evaluates both ‘hard’ and ‘soft’ systems thinking in terms of their ability to support organizational learning. Finally, three major ‘soft’ systems techniques are examined and summarized to form a core set of ‘soft’ systems principles.
Keywords: Inquiring systems, interactive planning, ‘hard’ systems thinking, mental models, organizational learning, organizational memory, ‘soft’ systems thinking
