Applying Integrative Systems Methodology: The Case of Health Care Organizations
Journal
Systems
Type
journal article
Date Issued
2024-04-22
Author(s)
Abstract
This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY
Systems thinking has a lot to offer to the field of strategizing. Calls for a greater use of the
Systems Approaches to management are increasingly being advanced in the world of organizations,
public and private. Yet, practical implementation of such postulates is lagging. This article aims to
demonstrate the potential of systems thinking in shaping strategy in management and organization.
It builds on a framework known as Integrative Systems Methodology, a circular set of established
components of strategic processes: all elements of the methodology are covered, from finding
purpose and goals, modeling, and diagnosing to the design of strategies and change. Along this
path, complementary methodologies are combined to cope with high environmental complexity. In
the present case, these are the systems methodologies of Organizational Cybernetics (namely Viable
System Model) and System Dynamics. The layout of the treatise is conceptual in nature. Nevertheless,
long-term empirical evidence from a set of real-world organizations-one center and several peripheral
healthcare entities-is presented to make the methodology tangible: theoretically grounded and
experientially corroborated. The case study we are introducing is from health care, concretely: an
oncological care system. Structural patterns are elicited, which are isomorphic, applicable to any
health care system. From a conceptual-theoretical stance, crucial factors conducive to continuous
organizational learning are elaborated. Professionals can benefit from acquiring new ways of coping
with the ever-increasing complexity.
Systems thinking has a lot to offer to the field of strategizing. Calls for a greater use of the
Systems Approaches to management are increasingly being advanced in the world of organizations,
public and private. Yet, practical implementation of such postulates is lagging. This article aims to
demonstrate the potential of systems thinking in shaping strategy in management and organization.
It builds on a framework known as Integrative Systems Methodology, a circular set of established
components of strategic processes: all elements of the methodology are covered, from finding
purpose and goals, modeling, and diagnosing to the design of strategies and change. Along this
path, complementary methodologies are combined to cope with high environmental complexity. In
the present case, these are the systems methodologies of Organizational Cybernetics (namely Viable
System Model) and System Dynamics. The layout of the treatise is conceptual in nature. Nevertheless,
long-term empirical evidence from a set of real-world organizations-one center and several peripheral
healthcare entities-is presented to make the methodology tangible: theoretically grounded and
experientially corroborated. The case study we are introducing is from health care, concretely: an
oncological care system. Structural patterns are elicited, which are isomorphic, applicable to any
health care system. From a conceptual-theoretical stance, crucial factors conducive to continuous
organizational learning are elaborated. Professionals can benefit from acquiring new ways of coping
with the ever-increasing complexity.
Language
English
Keywords
systems thinking
cybernetics
strategy
Integrative Systems Methodology
health care system
Viable System Model
System Dynamics
Number
12(140)
Start page
1
End page
23
Pages
23
Subject(s)
Division(s)
Contact Email Address
markus.schwaninger@unisg.ch
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