A Maturing of Systems Thinking? Evidence from Three Perspectives

This paper reviews trends in systems theory/thinking from the 1970s to the early 2000s. It proposes a maturation of the field based on certain conceptual and methodological advances that have sought to liberate systems thinking from earlier strictures. An edited dialogue among three prominent systems thinkers from different systems schools—Merrelyn Emery, Bob Flood, and Eric Wolstenholme—provides evidence. Similarities and differences are identified, complementarities among the schools are derived and analyzed, and trajectories for future research are indicated.     

The Third Track of the Open-Systems-Thinking School: An Application of Domain Theory to New Zealand Ports

The Open-Systems Thinking (OST) school identified with Emery and Trist is situated as an important but underutilized approach in systems thinking. The main features of OST are described, including four "tracks" along which OST has developed. The third track, which focuses on interorganizational domains, is considered in detail. It is then applied to a case concerning the complex social dynamics of and in port domains in New Zealand. This exercise enables us to illuminate some lacunae in previous representations of the port domain research, to assess OST's third track regarding its relevance for systemic practice, and to help to bring OST to the table with other systems approaches that are all vying for the attention of researchers, practicing managers, students, and consultants.     

Afterword: Toward an Emery Model of Management: Implications and Prospects of Emery Open Systems Theory

The afterword considers some possible implications of the ideas raised in the four papers in this special issue. Implications for three questions of current debate in systemic thinking are discussed—system ontology, the system-environment relation and the meaning of adaptation, and the role of action research within social science practice. The concept of an Emery model of management as suggested by Fred Emery in the 1960s is revisited and its contemporary relevance discussed in the light of these new contributions and the current state of management, and the possible basis of Emery Open Systems Theory in C.S. Pierce's philosophy of pragmaticism is canvassed. Finally, some questions are posed concerning the future of OST.     

Collaborative Capability Design: Redundancy of Potentialities

In this study we extend the socio-ecological concept of two contrasting design principles applicable to all work systems. Reframing those design principles as strategic as well as operational choices leads us to propose a third design principle, Design Principle 3 (DP3), which has remained undeveloped in social ecology. We call this design principle Redundancy of Potentialities and demonstrate its application in transorganizational work systems. We argue that DP3 is at the core of socio-ecological practice and is therefore appropriate for coping with the highly turbulent environments now experienced in many industries and fields. We offer several illustrations of DP3 in practice and draw implications for enhancing capabilities for creative collaboration in inter-organizational fields through deliberate attention to design.