A Systems Thinking Decision-Making Process: How to Avoid Burnt Toast

Length: 190 pages
Edition: 1
Language: English
Publisher: Springer
Publication Date: 2022-01-04
ISBN-10: 3030899594
ISBN-13: 9783030899592
Sales Rank: #794357 (See Top 100 Books)

This book illustrates how to access the right information for making the best decisions during turbulent times. It is written from an experienced-based perspective that is beneficial for those looking for the development and improvement of the decision-making process. The approach is centered on the author’s experience in developing and implementing effective and efficient approaches to decision-making in business and government. Based on those experiences, this book provides insights into how to improve the decision making process of your organization, whether it be large or small.

For decision makers and those providing market information for making decisions, this book provide guidelines for a framework which includes systems thinking. For those interested in change management and corporate governance, the book presents examples where it was done well and some examples where it was not and the ensuring consequences.

Praise for Systems Thinking Decision-Making Process…

“This is an absolutely incredible book by a distinguished practitioner. The range of knowledge and experience that Vince Barabba has had is astounding. I urge everyone who is interested in complex, messy problems to read this amazing book.”

–Ian I. Mitroff

“…Vince has masterfully blended the art of organizational respect with the science of data inquiry to drive change and realize strategic vision. A master storyteller, he does not just teach, his book brings his learnings to life in a meaningful way that if carefully listened to, can change the course of a career.”

— Paul D’Alessandro

Principal, Health Industries, PwC US

“In his latest book, Vince Barabba integrates his vast knowledge from 50 years of dedicated work in both the public and private sectors in order to provide leaders with an actionable framework for radically improving how their organizations collect and use information to make the best decisions for all the wicked messes that now appear in our global village… This book can save your company from living in the dark with false assumptions about all your key stakeholders.”

— Ralph H. Kilmann, Ph.D.

CEO, Kilmann Diagnostics

Co-Author, The Thomas-Kilmann Conflict Mode Instrument (TKI)

“Absorbing just a few of the many smart ideas in this book will make you a better leader and decision maker. Thinking systemically about how the hard-earned lessons from Vince Barabba’s brilliant career apply to your enterprise could make you a great one.”

― Chunka Mui

Co-Author, A Brief History of a Perfect Future and Billion Dollar Lessons

“…if you are interested in ‘thinking in systems,’ this book is for you. The ‘On Star’ story demonstrates to you how the initial product-centered thinking was proselytized to ‘thinking in systems’.”

— John Pourdehnad

Visiting Professor, IESE Business School and Faulty of Systems Leadership, Thomas Jefferson University

“In writing Systems Thinking Decision-Making Process: How to Avoid Burnt Toast, Vince Barabba is addressing the limits of knowledge management systems which enable ‘organizations as usual’ to share best practices on how to scrape toast faster and cheaper… The examples shared by Vince, from his first-hand experiences in corporate America or his services as a marketing consultant, contribute invaluable clarity to his goal of providing a “sketch of an Inquiry Center Learning and Support System” for those with the ambition to lead efforts to work smarter, not harder, firmly against the grain of ‘organizations as usual’…”

— Bill Bellows, Ph.D.,

President, InThinking Services

Adjunct Professor, California State University, Northridge and Southern Utah University

Advisory Council Member and Former Deputy Director, The W. Edwards Deming Institute®

“In his ‘last book’, Vince weaves the experiences and learning of a lifetime into whole cloth of insight and wisdom. He helps us to find relevant information from a rapidly changing world and apply it to making good decisions. This is a masterpiece of knowledge presented in a very entertaining way.”

— Carl Spetzler

Chairman, Strategic Decisions Group International LLC

“This is a truly inspiring and mind changing book directly relevant for our times… Vince has shown through his remarkable work that business and government are a force for good when leaders think long term, work with, not against nature, and use their influence and resources for the many, not the few…”

— Osvald Bjelland

Founder and President, Xynteo

Founder, The Performance Theatre Foundation

Cover
Front Matter
Part I. How I Learned to Access the Right Information for Making the Best Decisions During Complex Conditions
    1. An Uncertain and More Complex Environment Requires You Learn from Your Decisions: Question the Known and Seek Answers to the Unknown
    2. How the Journey to Improved Decision-Making Started with My Introduction to the Silo Problem and the Importance of Understanding Both Sides of a Story
    3. What Was Learned by Supporting and Making Decisions During Local and National Political Campaigns
    4. My First Government Job: Getting to the Census Bureau: An Important Personal Decision
    5. My First Job in the Private Sector – Xerox
    6. My Second Job in Government: Back to the Bureau
    7. My Second Job in the Private Sector: Getting to Kodak on My Way to General Motors
    8. My Final Job in the Private Sector: How Earlier Involvement in the GM Decision-Making Process Led to More Effective Use of Market Research
Part II. Based on those Experiences Here is What You Need to Design and Implement an Inquiry Center for Your Enterprise
    9. Using Systems Thinking to Create an Experienced-Based Decision Process
    10. Keep an Open Mind, Think Systemically, and Encourage Transparency
    11. Encourage Learning
    12. The Relationship Between Data and Wisdom
    13. Based on Good and Bad Experiences, A Beginning Discussion of the Potential Decision-Making Framework from Which Lessons Can Be Learned and Burnt Toast Can Be Avoided
    14. To Illustrate How a Decision Process Should Work, Let’s Examine How an Inquiry Center with a Learning and Adaptation Approach Might Have Helped Kodak Take Advantage of a Missed Opportunity and Avoid Its Eventual Fall into Bankruptcy
    15. Developing the Design and Implementation of an Inquiry Center That Contributes to the Ability to Avoid Burnt Toast
    16. The Benefit of Leadership’s Improved Thinking and Decision-Making that Overcame the Desire of Some to Focus Exclusively on the Existing Business
Back Matter