Critical systems thinking and practice
Critical systems thinking and the methodologies associated with it were developed precisely to allow analysis of complex societal problems and intervention to resolve such problems. Early approaches employing systems ideas, such as operational research, systems analysis and systems engineering, were suitable for tackling certain well-defined problems, but were found to have limitations when faced with complex problems involving people with a variety of viewpoints and frequently at odds with one another. Systems thinkers responded with approaches such as system dynamics and organisational cybernetics to tackle complexity; soft systems methodology (SSM) and interactive planning to handle subjectivity; and critical systems heuristics to help the disadvantaged in situations involving conflict. There was a corresponding enlargement of the range of problem contexts in which they felt competent to intervene. It has been critical systems thinking, however, which has supplied the bigger picture, has allowed systems thinking to mature as a discipline and has set out how the variety of methodologies now available can be used together in a coherent manner to promote successful intervention in complex societal problem situations. This paper outlines, at the request of the editor of this special issue, my involvement in developing critical systems thinking and practice, describes its origins, nature and use, and sets out a programme for future research in the area.
systems complexity cybernetics management philosophy