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Links between systems thinking and complex decision making
Author(s) -
Maani Kambiz E.,
Maharaj Vandana
Publication year - 2004
Publication title -
system dynamics review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.491
H-Index - 57
eISSN - 1099-1727
pISSN - 0883-7066
DOI - 10.1002/sdr.281
Subject(s) - operationalization , systems thinking , action (physics) , management science , task (project management) , psychology , critical systems thinking , knowledge management , computer science , cognitive science , cognitive psychology , artificial intelligence , epistemology , critical thinking , management , engineering , mathematics education , philosophy , physics , quantum mechanics , economics
There is a widely held belief that systems thinking is an answer to the increasing complexity of the world as well as the workplace. Despite strong interest and assertions, however, the relationship between systems thinking and complex decision making has received scant attention in the literature. Using Richmond's (1997) classication scheme as the theoretical base, this paper investigates the link between systems thinking and complex decision making using Verbal Protocol Analysis (VPA) methodology. The ndings of the study indicate that while the degree of systems thinking does matter, certain types of systemic thinking would be more relevant to performance. Further, evidence shows that the subject's approach to the problem is also a highly pertinent factor in task performance, in that better performers displayed a distinctive pattern of thought that differed from that of the poor performers. Better performing subjects attempted to gain an understanding of the system structure before they proceeded to develop strategies and take action. The ndings revealed a cyclical thought pattern that was consistently followed by better performing participants. This pattern, termed the CPA cycle, consists of three distinct phases of conception , planning , and action . This research contributes to the elds of systems thinking and complex decision making by integrating knowledge and methodology from several disciplines including psychology, management and IT. Specic contributions include a novel research methodology and, in particular, operationalization of the systems thinking paradigm, as well as identication of disaggregated factors affecting complex decision making. The managerial and organizational implications of the research are compelling and invite further research in this nascent eld. Copyright © 2004 John Wiley & Sons, Ltd.