Index
Note: Page numbers followed by t indicate tables and f indicate figures.
B
Business architecture
component builders
192functions
189–190global market economy
181input dimension
centralization and decentralization
195core technologies
195–196economy of scale
195market price
194uniformity
195internal market economy
agreeable and disagreeable service provider
198bureaucratization
198customer–provider relationship
201linear framework
201matrix organizations
197two-boss system
197market dimension
196–197organizational process
201–202interactive design, definition
207planning, learning and control system
202successive approximation
207viability matrix
205–206organizational theory
190output dimension
environmental opportunities and internal competencies
194semi- autonomous and self-sufficient
192–193power-to-do
191purpose
Apple operating system
185–186core competency
188–189defense industry
186dimensions
185dynamic and relative phenomenon
188experience curve
188–189interactive design
185materials science and processing technology
187mechanistic mode
184multicultural architecture
188product-based business
185“sticking” business
187system's boundary
“cost plus economy,”183–184
definition
182Ford Motor Company
183–184market economy
182participating actors
182–183single discipline/department
184unidimensional concept
190–191Business systems
collective ownership
236desires and abilities
234development
234generation and dissemination
233governance and intersystem relationships
236–237individual ownership and strategic alliances
236industry sector
235land and agriculture sector
235–236leisure sector
235partnership and franchise development
236services sector
234–235Butterworth health system
architecture
249care concept
245care system
common features
253–255contextual background
251–252desired specification
252–253interventional care
256preventive care
255–256terminal care
258viability care
257core knowledge
confederation
266continuous innovation and improvement
267core competency
265health-care providers
265leadership
269market dimension
267medical research and education
270multidimensional architecture
268–269organizational context
266research and learning
268structural conflict
267design specification
248executive office
277–278HDS
composite performance profile
275customer–provider relationship
276engagement and ownership
275health-care competency
275–276health-care process
273“low-archical” approach
275organizational viability
277product development
277social systems
276suboptimization
277issues, concerns, and expectations
care management
246–247health-care system
248preventive care
247sensitive patient–physician relationship
247–248sickness-based health care
246output dimension
ancillary services
263–264business services function
265care facility
258clinical service
265community-based health delivery system
261–263health delivery module
258health delivery system design
261home care management
265hospitality and facility management
264modular structure
259–261occupational care management
265patient care
263patient relation
264traditional functional structure
259C
Capacity utilization
206Carrier Corporation
business processes
decision system
330–331performance measurement and reward system
331target costing and variable budgeting system
331–332core values
core technology
321customer satisfaction
320market segmentation
320products and services
320–321sales and distribution system
322expectations, assumptions, and specifications
bases for competition
319climate control system
318flexible production
318HVAC industry
319product technology
318semi-autonomous manufacturing units
317state-of-the-art design
317Catastrophe theory
53Centralization and decentralization
autonomy
98–99decision criteria
100–101dichotomy
97–98empowerment
98multi-minded systems
97–98Centralized administrative functions
174–176Commonwealth energy system (COM/Energy)
business environment
built-in cost increase system
296customer base differentiation
296energy industry
294–295core business units
cogeneration and packages of energy supply
302–304customer-oriented business unit
302energy efficiency and electrotechnology
304–305natural gas and electricity distribution
301–302corporate strategy
291energy brokerage
308executive office
bottom-up mess formulation
311continuous improvement
312core knowledge pool
312–313latency
311–312learning and control system
313–315synergy
312international operation
308–309shared services
financial system
311fixed cost
309–310internal market mechanism
309service company
310–311Conflict management
competition
107democratic challenge
107–108dichotomy, continuum, and multidimensional scheme
106interaction management
104–105lose/lose to win/win environments
107multi-minded system
104zero-sum game
106Consensus-building process
assumptions and organizing principles
222doers
222–224platform creation
221problem solvers and formulators
222Core business units, COM/Energy
cogeneration and packages of energy supply
302–304customer-oriented business unit
302energy efficiency and electrotechnology
304–305natural gas and electricity distribution
301–302Cycle attractor
51–52D
Demand reliability
206Design thinking
critical design elements
“dollar votes,” pricing system
151exchange system
151horizontal compatibility
153–155measurement and reward system
150–151productive employment opportunity
151target costing
156–157temporal compatibility
155–156interactive design
chaos and complexity
142context phenomenon
144design for participation
147information/money
143learning and adaptation
145–146mess, definition
144“norm,”143
operational viability
145real-world environment
147second-order machine
150technological feasibility
144type I, II and III constraints
149modular design
“360 architecture,”139
custom-made separation unit design
140–141modularity
138–139platform and module, definition
139operating principles
137–138operations research
133On Purposeful Systems
133social change, design and process
141–142Development
alienation
78–79corruption
81–82obstruction
77–85plurality
of function and process, singularity of structure
72of function and structure, singularity of process
72of structure, function, and process
72–73polarization
divide and rule strategy
79–80second-order learning
80social pathology
80spacio-temporal reality
81singularity
definition
69of function and process, plurality of structure
70–71of function and structure, plurality of process
71of function, plurality of structure and process
71–72of function, structure, and process
70of structure and process, plurality of function
72systems view
desire and ability
75emerging mode of organization
76Labor and Conservative parties
74security and freedom
76–77self-limitation
75social function
77social system
73–74F
Ford Motor Company
183–184G
Game evolution
American Challenge (Shreiber, Jean-Jacques)
3competitive games
divisional structure
18–20interactive management
22–24lean production system
22mass production
17–18Operations Research
21–22order-of-magnitude change
17participative management
20–21financial and intellectual resource restructure
3game change
6–8imitation
4–5inertia
5–6nature of inquiry
initial/baseline measures
14participation, iteration, and second-order learning
16social systems
16systems thinking
16Woodhaven operation
15In Search of Excellence (Peters, Tom)
3suboptimization
6H
HDS
Health care system
common features
253–255contextual background
251–252desired specification
252–253interventional care
256preventive care
255–256terminal care
258viability care
257Health delivery system (HDS)
composite performance profile
275customer–provide relationship
276engagement and ownership
275health-care competency
275–276health-care process
273“low-archical” approach
275organizational viability
277product development
277social systems
276suboptimization
277Holistic iterative thinking
335Holistic thinking
8freedom and culture
96ideal-seeking systems
95iterative process of inquiry
analytical, synthetic, and dynamic thinking
90interdependent variables
92multidisciplinary approach
89producers and product
92Singerian experimentalism
93sociocultural systems
90multidimensionality recognition
96prime cause
95I
Inflection point
52–53Information-bonded system
12–13Institute for Interactive Management (INTERACT), 333
Interactive elements, mess
336Interactive management
The Black Swan (Taleb, Nassim)
23The Design of Inquiring Systems (Churchman)
23development
23interactions and powerful reinforcing effects
23operational manifestation
22Redesigning the Future (Ackoff)
22Iterative thinking
335J
Joint optimization
21–22L
Learning systems
advocacy functions
230cultural development
226–227function
226governance and intersystem relationships
233knowledge bank
229–230learning to be (cultural education)
228–229learning to do (professional education)
229learning to learn (formal education)
227–228Oneida multiversity
outputs
227performance criteria and measures
232–233professional-based system
227shared facilities
229Linear and nonlinear systems
multi-loop nonlinear feedback system
academic success
115–116bipartisan coalition
116–117chaos theory
114complexity, interdependency, and counterintuitive behavior
114interactive model
116–117iThink software
115pattern recognition
115post-9/11 security
117–118principles, operational thinking
118rhythm/iterative cycle recognition
115reinforcing and counteracting feedback loops
112thermostat
112M
Market potential
207Marriott Hotels, Resorts, and Suites (MHRS)
283Mess formulation
drivers, economy state
177early-warning system
166financial and banking sector
178–179game changes and explicit vision
169game evolution
177–178input-based personnel policy
172–173management reluctance
166mapping
ineffective operational system
164–165second-order machine
165theme generation
163“type II” properties
165mediocrity and tolerance, incompetence
173–174monopolistic, cost plus and regulated environment
170–171multiple feedback loops
159–160non-competitive culture
171searching phase
definition
160stock market capitalism
178–179structural incompatibility
174–176uncertainty
176Modeling interdependency
dynamic interactions
121feedback loops
121–122mess formulation
121regional welfare system
122–123Modular design
337O
Oneida nation
business systems
collective ownership
236desires and abilities
234development
234generation and dissemination
233governance and intersystem relationships
236–237individual ownership and strategic alliances
236industry sector
235land and agriculture sector
235–236leisure sector
235partnership and franchise development
236services sector
234–235core services
compliance
238governance and oversight
238–239health services
237performance criteria and measures
238public works
238records management
238social services
237space planning and engineering
238design team
211external environment
239governance
BC responsibilities
215chief of staff
215–216financial systems
216GB monitoring authority
215governing body
215human systems
217planning, learning, and control board
217–218platform
215technical systems
217intended design, desired specifications
211–212judicial system
contextual analysis
240–241learning systems
advocacy functions
230cultural development
226–227function
226governance and intersystem relationships
233knowledge bank
229–230learning to be (cultural education)
228–229learning to do (professional education)
229learning to learn (formal education)
227–228Oneida multiversity
outputs
227performance criteria and measures
232–233professional-based system
227shared facilities
229membership systems
consensus-building process
criteria and measures
225–226disadvantages
225empowerment
218–219majority rule
225membership network
220–221tie that bonds
219–220systems architecture
213–214Only the Paranoid Survive (Grove, Andrew S.)
53Operating system, culture
active adaptation
65chaotic orders
65–66Christian/western civilization
66emancipation
66field theory (Wheatley)
67–68foreign invasion
67ideologies
66interactive design
68Islamic civilization
66neg-entropic systems
65predefined order
64second-order-machine
65shared image
64Operational thinking
complexity
linear and nonlinear systems
dynamic process
110emergent properties
109iThink model
109–110open loop thinking
110throughput systems dynamics
critical properties
126cycle time, cost, flexibility, and quality
124definition of throughput
124education system
125interface and effective coupling
125measurement and learning
130–131process model
Sloane's famous “cost plus,”124
unidirectional causality
110unlocking the black box
109Operations Research (OR)
21–22Original equipment manufacturers (OEMs)
328P
Pan Am Syndrome
54Parts and labor interchangeability
17–18Point attractor
51–52Power-to-do
335Product potency
207S
Social integration
emotions
101–102individuality and collectivity
102membership
102–103pursuit of pleasure
101–102Sociocultural system
culture
default decision systems
62design thinking
60image building and abstraction
60as operating system
potentiality and vitality
62spatio-temporal-causal realities
61information-bonded systems
59–60Solution design
336Stock market capitalism
178–179Strange attractor
51–52Systems architectures
337Systems principles
counterintuitive behavior
attractors
51–52chaos theory
50–51multifinality
49social dynamics
48social systems
52emergent property
compatibility
46happiness
46manifestations of success
47online and real time
46phenomenon of life
45phenomenon of love
45multidimensionality
compromise
38definition
38freedom, justice, and security
39mutual interdependence, tendencies
39non-zero-sum formulation
39order and complexity
42process plurality
44zero-sum game
38multi-minded system
29T
Technology/supply-oriented business units, COM/Energy
energy generation
306gas storage (LNG)
307steam service
307Terrorism
civil society
84ideological battle
83religious fundamentalism
83second-order obstruction
82sociocultural system
84–85zero-sum game
82The Marriott Corporation
architecture
brand management
286business management
285core component
287core knowledge
287–288critical process
288–289maintenance management
286managerial and organizational flexibility
285MHRS
283optimum product mix
285product/market mix
285project management
286sales
286synergy, latency, and efficiency
284environment
282“mess” formulation
281mission
283principles and desired characteristics
282–283right-sizing
281structural conflict
289supplier–customer relation
289Throughput process model
Critical Chain (Goldratt)
126functional organizational structure
129iThink software
126multidimensionality and emergent property
126repair, maintenance, and planned capacity expansion
127slack factor
128volume-oriented reward system
129Torus attractor
51–52W
WinTel
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