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"A system is a set of interconnected elements which form a whole and show properties which are properties of the whole rather than of the individual elements. This definition is valid for a cell, an organism, a society, or a galaxy. Joanna Macy says that a system is less a thing than a pattern—a pattern of organization. It consists of a dynamic flow of interactions which is non-summative, irreducible, and integrated at a new level of organization permitted by the interdependence of its parts. The word “system” derives from the Greek “synhistanai” which means “to place together.” "
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Peter Checkland defined systems thinking as thinking about the world through the concept of “system.” This involves thinking in terms of processes rather than structures, relationships rather than components, interconnections rather than separation.
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"Seule une économie en rupture avec celle qui existe nous sortira de la crise chronique dans laquelle l’humanité s’est empêtrée. Au terme de vingt ans de recherche sur les mécanismes systémiques appliqués aux entités sociales, dont plus de dix ans d’expérimentation en entreprises, il est démontré qu’il existe une autre façon de faire du business et de créer de la richesse. (*)"
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- Le fonctionnement des écosystèmes sociaux est identique à celui des écosystèmes biologiques : recherche permanente d’efficience (moindre effort), équilibre prédation/coopération, croissance adaptative, intégration
- Une entité acquière sa dimension intégrée grâce à l’action simultanée de cinq fonctions systémiques liées par une mécanique systémique invariante
- Dès qu’un système est constitué, il ne peut que croître ou disparaître
- La croissance d’un système est de nature adaptative
- Un système ne prospère que lorsqu’il s’intègre de manière win-win dans son éco-système
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La réparation systémique, c’est-à-dire le rétablissement d’une économie sur des bases systémiques, est possible. Ces connaissances nouvelles sur le fonctionnement interne des systèmes, ainsi que sur leur interaction avec leur éco-système, offrent en effet la possibilité d’un véritable changement de paradigme, même si elles sont sophistiquées et qu’elles requièrent un véritable changement de pensée. En effet, si la pensée linéaire occidentale s’intéresse aux mêmes « objets » sociaux que la pensée systémique, ce sont les liens fonctionnels qui unissent ces objets les uns aux autres qui constituent le fondement de cette dernière. C’est en cela que cette pensée du lien constitue une véritable référence nouvelle.
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"But all of this isn’t merely an exasperated rant – rather it’s a cry to think about culture, not technology. All the microblogging, collaboration, e-this, i-that and mobile everything else technology in the world is of little effect if the people within the organization have a culture that doesn’t encourage responsiveness, dialogue and open-communications. So please people – focus on the system, not the technology…."
Instead of strategy as Big Bang, what about strategy as Habit? ALL organizations require strategic thinking to succeed, but few organizations actually face the dramatic moment -- ever, or certainly very often. If that is true, then the sweet spot for strategy is something more routine, more "everyman", more evolutionary, more of a living process. Strategy as Habit has 2 components, in keeping with the 2 primary definitions of the word "habit": (1) a regular practice and (2) a long, loose garment worn by a member of a religious order. (In case you've forgotten that second definition: picture here). Strategic thinking is a recurrent, involuntary action. Our strategy is both a content statement and a style statement, both of which define and identify our team. Strategy is participative. Strategy has structure without being overly constrictive.
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When we adjust the original diagram a bit, you start to see that the secret to strategy success -- both IMPLEMENTATION and EVOLUTION -- is fundamentally the staff.
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The founding strategy may not start with the people, but its implementation and all subsequent strategy evolutions are hugely influenced by the people. They are the ones, after all, who design the business systems, develop their skills, train each other, shape shared values daily, and project the culture's style to thousands of customers every day. They watch competitors on the street, and they listen to prospects who've declined proposals. In all but the smallest organizations, the CEO's ability to drive the details of strategy execution in all these areas around the company is practically nil.
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Systems Thinking
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