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Suggested further readings are indicated by an asterisk and a chapter reference.
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Bales, R. F. (and Slater, P. E.) 63, 77,81
Bartolke, K. 67 Bass, B. M. 74, 75 Beishon, J. 218 Belbin, R, M. 81-3 von Bertalanffy, L. 210 Boal, K. B. and Bryson, J. M. 74 Boulding, K. E. 219 Buchanan, D. A. and Huczynski,
A. A. 62, 77, 159, 271, 272-3, 286,300
Burns,]. M. 75
Checkland, P. B. xviii, 210, 212-20, 225, 226, 228-31, 242-3,249,253,254,257
Crawford, R. P. 101 Cutts, G. 217 Cyert, R. M. 27
DealT. E. and Kennedy, A. A. 286-7, 288, 305-6
Diesing, P. 30 Drucker, P. F. 77
Author Index
Eden, C., Jones, S. and Sims, D. 151
Eldridge, J. E. T. and Crombie, A. D. 274
Fiedler, F. E. 64 Forrester, J. 10, 29 French, J. R. P. and Raven, B. H.
285
Georgopoulos, B.S. eta!. 71 Gordon, W. J. J. 55, 59, 108, 112 Graham, J. 7 4 Graves, D. 274 Grogono, P. and Nelson, S. H.
155, 158, 160 Guilford, J.P. 34-5
Hall, A. D. 208, 211 Hall, J. 62 Handy, C. B. 31, 70, 72-4, 281,
285,301,302 Harrison, R. 278-80, 287, 293-4 Hastings, C. 80 Hofstede, G. 302-4 Hosking, D-M. and Morley, I. E.
67 Hunt, J. 74
Janis, I. L. 62 Jordan, N. 219
Katz, D. and Kahn, R. L. 221 Kelly, J. 64 Kepner, C. H. and Tregoe, B. B.
17,26, 160,168,175-8,181-2, 184, 188-91, 198-202,206-7, 253
Koberg, D. and Bagnall, J. 170
Lawler, E. E. 71 Leavitt, H. J. 80, 192 Lewin, K. 289 Lindblom, C. E. 27 Lippitt, G. L. 294
McHugh, D. 190 March, J. G. 46 Maslow, A. H. 47?, 70 Meadow, A. 62 Mintzberg, H. 31 Moore, C-L. 81 Morgan, G. 68
Nolan, V. xii, xviii, 69, 71, 73, 97, 115,135,190,294,296,298,307
Oldcorn, R. 289 Osborne, A. F. 88,90-2,94,97-9,
103-4
Parnes, S. J. 35-6, 62 Peters, G. 218 Plant, R. 272, 276, 278, 285, 288,
294 Polya, G. 161 Prince, G. M. 37-40,52,55, 57,
66, 114
Reddin, W. J. 283 Rogers, C. 33, 34
Rhodes, D. J. 224 Rickards, T. 91, 99 Rittel and Webber 12
Sathe, V. 274, 275, 278, 283, 284, 285, 289-90
Sculley, J. 68, 281-2, 299 Simon, H. A. 22,27-8,30-1, 214
Steele, F. 292-3 Steinberg, R. and Shapiro, S. 47? Stevens M. 48
Taylor, C. W. 42 Taylor, F. W. 190
Vickers, G. 29, 215, 216, 221, 224 Vroom, V. H. 71
Author Index 321
Wall, T. et a!. 300 Whiting, C. S. 53 Wild, R. 10 Woodburn, I. 247-8
Zwicky, F. 162
Abstract conceptualization 81, 82 Absurd solutions 131-5 Acceptance,
gaining ... for a solution 16-17,297-8
within a culture 283-4 Achievement, the need for ... 45 Action profiling 81-4 Action responsibility 69, 71 Active experimentation 81, 82 Active followers 80 Aggression 66 Ambiguity, a tolerance of 34, 73,
272-3,303 Analogies, 55-61
Direct56-7, 139, 143 typical'worlds' 143, 145
fantasy 61, 128 personal 56 symbolic 57-60
film and TV 59-60 'book titles' 57-59
Analysis 28, 35 Analytical thinking xvii, 49,
154-5, 160, 210 Appreciative systems 217 Approximate thinking 55 Association, of ideas 88 Attention, to problems 83 Attribute listing 99, 101-4, 106,
162-3 Attribution theory 45 Autonomous teamwork 69, 71,
81
Subject Index
Autonomous work groups 301, 302,306
Autonomy 74, 84, 300
Background, to headlines 123-4, 132, 145 to problem situation 119-21
Backward/Forward planning 116-8, 123, 142, 151
Beginning idea, the 51, 63, 263 Best current thinking 263 Brainstorming, 6, 17, 20, 24, 62,
65, 87-107, 110, 112, 127, 166,201-2,240,242,258, 259,262,267
individual 93, 105 'trigger' sessions 89
outline of process 88 rules of89 selection and development of
ideas 98-100 subsequent acquisition of ideas
97 tasks of leader and secretary
93-4 verification of ideas 98 when to use 90-91
Building markets together 68
Cause and effect 176, 181-2 Change, xi, 307
agent of ... 271 Evangelist 293, 294-5 Guerrilla 293, 295
in attitude 253, 271, 273, 287 in policy 252, 273 in procedures 252, 273, 287 in structure 252, 273, 287 making ... permanent 291 managing 253, 271-307, 288-9 systemically desirable and
culturally feasible 227, 231; see also, Solutions
when is ... necessary? 286 Changing the organizational
culture282, 287-9 when is major change
necessary? 286-7 Charisma 75, 285, 293, 300; see
also, Leadership Checklists 54-5, 89, 93, 102-6
CATWOE243 Child-like thinking,
fantasy 45, 47, 50 wishful thinking 36-9, 50, 97 playfulness 34, 46, 50
Classifying problems, see, Problems, types of
Climate238 Climate variables 276 Cognition 35 Cognitive Mapping 150-153,264 Commitment 16, 21, 69, 80, 84,
108,192,253,288,290-1 Common sense 154, 175 Communication; see also
Open-minded ... lack of 49, 273
skills 50, 77-8, 108, 175, 207, 258,285
Communications 276, 288, 306 Competition 66, 68 Complexity 209-10,226,257 Compliance 285-6, 291, 293, 297 Computer enhanced meetings
306-7 Computer creativity 23 Computer problem solving/
decision making 22-3 Consensus 27, 62, 84-5, 191-2,
264,288 rules for reaching ... 63, 85-6
Conceptual Blocks 39-50, 80 Conceptual Models 227, 231, 236,
244-52,256,258,263 Concerns,
Itemized Response 137, 148-9 recognizing ... 176-8
Concrete experience 81, 82 Confidentiality 234, 236, 259, 286 Conflict resolution 62, 65, 69, 86 Connection Making 36, 50 Connectivity 219 Consultant's Roles 292-3 Contingency Planning 205 Contingent reward 75 Convergent thinking 35, 49, 154 Corporate Strategy 170 Creative downturn xvii, 36-40 Creative environment 62-3, 65,
89,92, 108,135,271,298-9 Creative Problem Solving
xv-xviii, 22, 32, 45, 46, 55, 65, 69, 71, 81, 84, 92, 106-7, 112, 199
Creative thinking xvi-xvii, 40, 208
Creative thinking, ground rules for ... 50-1
Creativity, xi, 33-36, 108, 154-5, 282
Inner Conditions of ... 34 Managing ... 298-9 reviving your ... 51-60 the ThreeS's of ... 35-6; see
also, Connection Making Credibility 283-4, 293, 295, 297 Critical Path Analysis see,
Network Analysis Criticism see, Judgement Cultural blocks 46-8
Culture, 37-8,51, 159,221,249, 274-5
national ... Culture, 303-4; see also, Organizational culture
Data, gathering 15, 231, 234, 254,
256-7,259 hard (objective) 15, 231, 234 lack of 50 soft (subjective) 15, 231, 234,
258-9,263 Daydreaming see, Reflection Decision Analysis, 26, 32, 168,
176,191-200,263,269-70 classification of objectives
193-195 comparing Adverse
Consequences 198 Decision Statement 192-3 generating/evaluating
alternative courses of action 191, 195-8
software 199-200 Decision making, xi-xiii, xvi,
25-32 a choice between alternatives 26 a heuristic and stochastic
process 28 an incremental learning process
28,217 Simon's view of ... 28 the Rational Model of ... 26-8
Decision Point Planning 265-6 Decision support systems 8 Decision,
objectives (criteria) 191 quality of 191 types of 198-9
awkward 31-2 economic v. social 30 programmed v. non-
programmed 22, 30 strategic, operating (tactical),
administrative xii, 29 trivial26, 31
Dependency Matrix 247 Deviation, from expected
performance 181-2 Discomfort, physical and mental
49 Distractions 48
Subject Index 323
Divergent thinking 35 Diversification 167-70
Education 37 Emergent properties 208 Emotional blocks 42-7 Emotional insecurity 45 Enterprise skills xvi Entropy 221-4 Environmental blocks 48-9 Excursions 111, 128-35, 139,
142-6, 158, 258 Career 60-1, 145 Example 58, 139, 142-6 Imaging (Fantasy) 128-35
Expectations 41, 48, 294 Expert Systems 22-3 Expertise 92, 112, 285, 286, 294
Fantasy see, Child-like thinking; see also, Excursions
Flexibility 299 Force-field Analysis 289-90 Force Fit 145-6, 264 Forced Relationships 53-4, 89,
106 Formal Systems Model225, 249 Functionalism 212, 214
Goal Orientation see, Goal Wishing
Goal Wishing 91, 110, 121, 142, 150, 151, 178, 190, 256-8, 261,263
Goal-seeking 213-4 Grid method of evaluation see,
Solutions, evaluating ... Group decision making 62-3,
191-2 Group development (forming,
storming, norming and performing) 67
Group dynamics (interactions) xvii, 48,62-3, 77-80
Group membership skills xiv, xvi, 63,79-81
Group problem solving 20, 88-9 Group roles 81-3
Company Worker 81-3 Critic 83 Finisher83 Gatekeeper 81-3 Ideas Person 83
324 Subject Index
Implementer 83 people-orientated (human
relations) 63, 77, 81 Planner83 scapegoat 64, 81 Shaper83 task-orientated 63, 77, 81, 83
Group, cohesiveness 62, 128, 143 composition/selection 81-4, 259
Brainstorming 92 Synectics112-3, 119
emotional support 69, 71, 84, 114-5, 124
productivity of ... 20, 62, 88 size
Brainstorming 92 Synectics 111
Habits see, Traditions Halo effect 41, 83 Hard systems thinking, 208,
213-6 limitations 215-7, 254
Headlines see, Ideas, headlining Holistic approach 6, 21, 256, 266
Idea development 97-100, 127 Idea generation 15, 25, 88, 258; see
also, Excursions Ideas,
building on other people's ... 89-90, 94, 98, 105
headlining 123, 132, 145 selection of ... 98-100, 124,
126, 132, 160 toomany48 ways of dealing with ... ! 296-7 'good'and'bad'97, 135
Identification, with person/ organization 76
Illustrative examples, xix Breakdown 11 Business Equipment
Intemational259-62 Desertlsland 13-14, 16 Dispensable Plastics Ltd.
101-2, 104-6 Drug Stores Ltd. 95-6, 100 Fred Nurd Ltd. 19 Life's Alternatives 193-8 Lowlands Distilleries Ltd.
183-8
NAF Electronic Systems 54, 59-60
Northcliffe Sands 140-50, 262, 264
Peripherals Unlimited 6-8, 11 Slow Coach Ltd. 119-20, 122,
124-27, 129-34, 136-8 The Great BIT Exhibition 203-5 Woodsons Ltd. 231-3,236-41,
243-8, 251-4 W. C. Louis 166-70
Imagination 45 Imaging 36-9, 42, 45, 61, 130 Individualized consideration 75 Industrial Democracy 301-2 Influence,
definition 294 types of293
Information Technology 304-7 Innovation 19-20, 24, 69, 108,
257,300 Insight, 160, 240-2; see also,
Creativity Intellectual stimulation 75 Intellectual and expressive blocks
49-50 Intention 45, 71, 84, 284, 294 Intentionality 218 Internalization, of beliefs/values
39, 46, 76, 275 Interpersonal skills 63, 108 Intuition 26, 32, 47, 154, 159 Involvement (in PS and DM) 288,
290-1,301 Issues of Concern 239, 242 Itemized Response 97, 111,
135-7, 145, 148, 150
Joint problem solving 67, 281, 287 Judgement,
criticizing others 45, 50, 65, 80 postponing87-8, 94, 106, 114,
119, 127, 230 Judgement, reality, action and
value ... 28
Kepner-Tregoe's Rational Approach to PS and DM 17, 175-207, 267
Leadership xiv, xvi, 47, 63-7, 73-77, 106, 113-4
leadership acts 67 Action Centred ... 64
autocratic ... 47 Best-fit ... 72-3 Charismatic ... 74 Contingency theory of ... 74 effect of the environment 64-5 Functional ... 63,66-7 Transactional ... 75 Transformational ... 74-5, 300;
see also, Process leadership Leader, technical competence
of ... 65 Leader-follower relationships 67,
76; see also, Active followers
Leader-subordinate relationships 76
Learning skills 37-9,50, 71, 109 Learning style, Kolb 81-2 Left and right brain 47?, 81-2 Listening, In-Out 79, 119 Logical dependency 247-8, 265 Logical strategies, 155-8
Abstraction 155-7 Inference 157 Similar problems 158 Special/more general cases 158 Stock solutions 158 Subproblems 157 Transformation 158 Working backwards 157
Logical thinking, xv-xvii, 47, 49, 154-61, 160
the dangers of ... 159-60 Loyalties, divided 220
Management science see, Operational Research
Management, functions of ... 30, 75, 300 PS and OM as a part of ... 30-2 style 47,63
Action Profiles 81-4 democratic/participative 47,
63, 281, 301, 303 Management-by-exception 75 Managerial prejudice see, Mental
set Maturity xiv, Mental Imagery see, Imaging Mentalset27,41, 106,217 Mindspring theory 37-9 Mistakes, fear of making 43, 45,
50, 51,299 Monotony 48-9
Morphological Forced Relationships 106, 170-4
Morpological Analysis, 17, 20, 24, 162-70, 267
selecting attributes 165-6, 172-3
Motivation, 43, 69-71, 91, 289-90 Alderfer's ERG theory 70 and creativity 42 Expectancy theory of ... 70-1 Maslow's Hierarchy of Needs
70 Path-goal theory 75 performing beyond
expectations 74, 300 Multiple problem ownership 4,
21, 24, 41-2, 111, 115, 139, 142, 147-9, 151-3,261-3, 264-6
Negotiating skills 67 Network Analysis 179 Networking 281, 305-6 Norms (of expected behaviour)
229 see, Organizational norms
Objectives, multiple ... 215 problems defining ... 215, 262
Openness 84, 128, 258-9, 286 Open-minded Communication
71, 77, 114-5, 259, 300 Operational Research xii, 6, 8-11,
29,160,210,213-4,217 Opportunity search, systematic
24, 168-70, 173-4 Optimization 8, 27, 214, 217 Organizational culture, 3, 31, 68,
74, 206-7, 274-282, 284, 287-8,294,295,297,306
as a genetic code 282 asset orliability 275-6, 281-2 champions 297 changing the ... 249, 266,
287-8 content of ... 277 deciphering ... 277-8 roles within .. .
Adapter284 Good Soldier 284, 297 Maverick 284, 293, 295 Rebel284,293
strength of ... 277
typology of ... 278-281 using it to assist change 291-2
Organizational norms 249, 276-7, 295
Organizational structure 49, 252, 274
Organizations, perceiving as systems224
Paraphrasing 123, 127, 137, 139, 148, 153
Participation 288, 290-1, 293-4, 301
Perception, 40-2, 67, 218, 285 of a problem 1, 41-2, 274
Perceptual blocks 40-2 Personality,
assertive v. perspective 84 differences between sexes 47?,
303 Planning (your problem solving)
67, 88, 93, 115-6 Playfulness see, Child-like
thinking Politics of a problem situation 27,
88, 228-31, 233, 273 Potential Problem Analysis, 24,
106, 176, 200-7, 253, 263, 298
Action Plan 205-6 Contingency Planning 201, 205 identifying Vulnerable Areas
and specific Potential Problems 201-2
taking Preventative Action 201, 204
determining seriousness and likelihood 202, 204-5
Power 87, 228-30, 272, 282-3, 285,286,295
Personal77,285,293 Positional76, 285, 294 'power to act' 1-3, 115-6
perception of ... 3 types of285
Primary Tasks 239, 242 Principle of Bounded Rationality
27 Prioritization 177, 178-180 Proaction 177 Problem Analysis, 18, 19, 24, 160,
176, 181-90 describing problems in four
dimensions 185-7
Subject Index 325
Deviation Statement 181-2, 184-5, 189
generating possible causes (distinctive features) 187
Human Performance problems 188-9
testing most probable cause 187 vertification of most probable
cause 188 Problem as Given 119, 120 Problem Dissolving 5-6 Problem identification 5, 20, 24,
41, 45, 171-2; see also, Problem, redefinition
Problem ownership 1, 4, 83, 177, 215,228-9,243,265-6
Problem owner, checking out the ... 115-6, 257 involvement of ... 111, 113,
124,126,132,137,242,253, 257-9
Problem Resolving 5-6 Problem situation,
unstructured (the 'Mess') 14, 230-1,234
constraints on ... 15, 88, 116 content of ... 4, 65, 113-4, 257 different perceptions of ...
41-2, 50, 216-7, 231, 243, 258,261,263,264
four dimensions of ... 182, 185-7
opening up the ... 110 Problem Solving, 5-6
an ideal ... system 269-70 and organizational culture
271-2,281,299-307 can be fun 46, 89, 307 closure 138-9, 160 general model14-17 good practice 270
Problem solving facilitator 4, 21, 226,228,234,257-8,292-3
Problem solving language 49 Problem solving strategies,
a comparison 267 selecting 18-22, 24, 256-9
Problem, background of ... 119-121 definition of ... 124, 126 isolating the ... 41 redefinition of ... 10-11, 15,
116-8, 123, 160, 184, 257-8 restructuring8-10, 90-1,111,
326 Subject Index
157, 178, 210, 226, 257, 265-6
Specifying Questions 185, 189 types of,
boundary problem 9 machine/diagnostic 18, 24,
182,190,254 people 18, 24, 182, 188-90,
214,254,259 recurring situations 10 simplev. complex8-10, 24,
90,209-10,226,256-70 tamev. wicked 11-12,31-2,
214 well-defined v. ill-defined
10-11,217 'Day 1' problem 182
Urgency,Seriousnessand Probable Growth 179
what is a ... 1-2 Process238 Process leadership 65-7, 83, 84,
113-4, 150, 257, 300, 306-7 Procrastination 179 Project Management 179 Psychological contract 69, 71, 220,
281
Quality Circles 302 Questions 78-9, 121, 178
Rational Management 175-6 Reducing problems to size see,
Problems, restructuring Reflection, on ideas 45, 46 Reflective observation 81, 82 Relationship maintaining 215-Relevant Systems 106, 227, 231,
240-4, 256-8 Research and Development 109 Resistance (to change) 272-4
behavioural reactions 273 cognitive resistance 273 overcoming ... 289-90 to ideas 2%-7
Revenge Cycle 87 Reverse Brainstorming 99, 105 Rich Picture, 231, 234-40, 249-53,
254,264 guidelines for preparing ... 238 reasons for ... 234 useful symbols 235
Risk-taking 43
Roles 229; see also, Group, roles Root Definitions 231, 236, 240-4,
245-7,251,258,263 Routine thinking 40
Satisficing 27, 214, 217 Scientific Management 190, 300 Scientific Research, method of
210 Scientific thinking 211 Self-awareness xiv, xvi Self-censor 39-40, 43, 50, 51, 79,
94 Self-concept (image) 66, 73, 87,
272,275 Self-confidence xiii, xvi, 71, 73, 74,
106 Self-esteem xiv, 71 Self-fulfilling prophecy 41, 294 Self-management xiv, 175 Self-reliance xiv, xvi, 74 Sensitivity 35-6, 66 Shared problem see, Multiple
problem ownership Situation Appraisal176-81, 207 Soft Systems Methodology (SSM)
xviii, 6, 9, 17, 19, 21-2, 24, 91, 226-55, 256-9, 262-3, 263-4, 266, 267
background information 254 comparison of RP and CM
249-52 comparison with Synectics
256-9 implementation of changes
252-3,255 overview of ... 226-8 social and political dimensions
228-31,233 stages of ... 231 systematically desirable and
culturally feasible changes 249, 251-2, 254-5
timing of ... 254-5 Soft systems thinking xv-xviii,
190, 208, 214, 215-7; see also, SSM
Solutions, acceptable 16, 155, 254 developing/evaluating 15, 20,
24,88,97-100,160 evaluating ... - Grid method
105-6, 168, 191, 199
implementing 16-17,48,201, 252-3,297-8
quality of ... 118, 127, 138 systematically desirable and
culturally feasible 249, 251-2, 254-5
Specialization, dangers of 210 Springboards, 121, 123-129, 132,
134-5, 141-4,262,263, 264; see also, Goal Wishing
use of ... 123-4 SSADM 217, 258 Status 87, 272, 282-6 Stereotyping 41, 289 Stress/pressure 45, 46, 49 Structure 238, 252 Successive Limited Comparisons
27 Supervision 75-6, 300 Synectics xviii, 6, 11, 17, 18, 20-1,
24, 48, 65, 69, 78-9, 84, 87, 91, 94, 97, 107, 108-50, 151, 178, 256-9, 262, 263-4, 265-6, 267
Agenda Meetings 150 comparison with SSM 256-9 Concensus Meeting 139, 147-9,
262,264 Decision Point Planning 265-6 outline of process 109-11 when to use ... 111
Synthesis 28, 35-6 Systematic approach xi, 154, 160,
206-7, 208, 256 Systems Analysis (RAND) 213-4,
215 Systems Engineering 211, 213, 215 Systems Movement, its origins
208-10 Systems Theory, General211 Systems thinking 211-3, 218;
see also, Hard systems thinking; see also, Soft systems thinking
differences between Hard and Soft systems thinking 215-7
Systems, classification of 219-21 chacteristics of ... ,
boundary 221, 249 continuity 224 control (regulatory)
mechanism 222 environment 221, 243 feedback 223 flows of information,
materials and energy 218, 222-3, 247-9
Formal System Model225, 231,249
purposiveness 219, 222, 240 subsystems 223, 245
perceiving and conceiving a 0 0 0
218 types of 0 0 0,
closed 221-4 commercial 245 Designed (abstract) 219, 220 Designed (physical) 219, 220 dynamic 219, 222 Human Activity 219-20,
244-5,249 Natural219-20 open 222-4, 249 Social219-20, 229
socio-cultural219 static 219, 222 Transcendental219, 221
what is a 0 0 0 209, 210, 211-3
Taboos, 47 organizational 0 0 0 47
Task Headline see, Problem as Given
Teambuilding 83, 108, 258, 262 Teamwork 69-71, 175, 207, 281,
287,300 Third Wave company 68 Time Management 180-1; see
also, Prioritization Total Quality Management 283,
302 Traditional style meeting/
chairperson 65-6, 93 Traditions 47 Training (and Organizational
Development) 288, 304-5 Transformation (process) 243
Subject Index 327
Transforming ideas/images 35, 36-9,43
Trust 62, 71, 84, 96, 114, 259, 273, 284,286,288,293-4,300
Tunnel vision 41
Unsolicited Idea, the 48, 294
Value Analysis 54-5, 101, 162-3 Values 229, 284, 291- 2; see also,
Culture
Warm-up exercises 67, 94-6 Most Useless Idea 52-3, 94 Pet Hates 94-6, 106 word association 128-9
Wild Ideas 50, 51, 53, 88-9, 95, 97, 112, 128
Winning situations for all66, 68 Wishful thinking see, Child-like
thinking Wrongness 39
