فهرست مطالب

• Preface
• I. A System of Thinking
• Chapter 1. What Is Systems Thinking?
• Linear Thinking Is the Default
• Systems Thinking Is Nonlinear
• What Is Systems Thinking?
• Systems Thinking Is a Practice
• Qualities of a Systems Thinker
• MAGO’s Quandary
• Chapter 2. Crafting Conceptual Integrity
• Relationships Produce Effect
• Systems Thinking Is Sociotechnical
• Counterintuitiveness
• A System in Flux
• A System of Ideas
• Time Is Always a Factor
• Support for Your Practice: Riding on the Front of the Train
• Your Practice: Writing as Thinking
• Counterintuitive MAGO
• Chapter 3. Shifting Your Perspective
• Five Core Practices
• Modeling as a Core Practice
• The Iceberg That Sinks Our Initiatives
• The Blame Game
• Your Practice: The Iceberg Model
• MAGO’s Quandary: Shifting Perspective
• Support for Your Practice: Shifting Perspective Is Hard
• II. You Are a System of Thinking
• Chapter 4. Self-Awareness as a Foundational Skill
• Systems Thinking: The Hard Parts
• Decision Making Is a Noisy Process
• Observe Your Thinking
• MAGO: Everything Is in Our Blind Spots
• Support for Your Practice: 12 Things Self-Awareness Taught Me
• Chapter 5. Replace Reacting with Responding
• Noticing Your Reactions
• Opinion-Driven as Normal
• Empathy as a Core Skill
• Create Space for Your Reactions
• Your Practice: Options When Reacting
• MAGO’s Reactions
• Support for Your Practice: The Stories Don’t Have to Be the Same
• Chapter 6. A System of Learning
• III. We Are a System of Thinking
• Chapter 7. Collective Systemic Reasoning
• What Is Systemic Reasoning?
• Your Practice: Create a Proposition
• Systemic Reasoning Is a Method of Inquiry
• Systemic Reasoning Is a Worthwhile Investment
• Systemic Reasoning Structures (and Frames) Ambiguity
• The Top-Down Elaboration
• Strengthening the Reasons
• Your Practice: Strengthen Your Reasons
• MAGO’s Proposition
• Support for Your Practice: The Iceberg Model
• Chapter 8. Designing Feedback Loops
• Building Conceptual Bridges
• Systems Thinking Needs Feedback Loops
• Four Core Skills
• Your Practice: Get Some Feedback
• MAGO: Helpful Conceptual Bridges
• Support for Your Practice: Strong Conceptual Bridges
• Chapter 9. Pattern Thinking
• What Is Pattern Thinking?
• Patterns Produce Events
• How Relationships Produce Effect
• Seven Pattern Thinking Questions
• MAGO: Looking at the Patterns
• Your Practice: The Seven Questions
• Support for Your Practice: Pattern Thinking Outside of Technology
• IV. Designing a System of Thinking
• Chapter 10. Modeling, Together
• What Is Modeling?
• Taking a Systems Perspective
• MAGO from a Systems Perspective
• Your Practice: Go Model
• Support for Your Practice: Resources
• Chapter 11. Systems Leadership
• The Paradigm We Work In
• Characteristics of Systems Leadership
• Learning Leadership
• MAGO: Systems Leadership
• Your Practice: A Systems Leadership Cohort
• Chapter 12. Redefining Success
• Success Is a System
• Your Practice: Success Is a Paradigm Shift
• Qualities of Success
• Success for MAGO
• Support for Your Practice: Objectives for Systems Leaders
• Dancing with Systems
• Further Resources
• Glossary
• Index
• About the Author