From Optimizing to Learning: A Development of Systems Thinking for the 1990s

Abstract

In any subject concerned with rational intervention in human affairs, theory must lead to practice; but practice is the source of theory: neither theory nor practice is prime. We can examine this ‘groundless’ relation by asking what intellectual framework F is applied in what methodology M to what area of application A? If we do this for O.R., systems analysis, systems engineering etc., we see that F and M have changed dramatically between the 1950s and the 1980s, yielding the ‘hard’ and ‘soft’ traditions of systems thinking. The ‘hard’ tradition, based on goal seeking, is examined in the work of Simon and contrasted with the ‘soft’ tradition, based on learning, as exemplified in the work of Vickers and the development of soft systems methodology. The two are complementary, but the relation between them is that the ‘hard’ is a special case of ‘soft’ systems thinking. This analysis makes sense of the recent history of management science and helps to prepare us for the 1990s.