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Systems Thinking and Systems Dynamics

A consolidated bibliography for systems thinking, system dynamics, soft systems methodology, decision making, modelling, learning, complexity, and dynamic problem solving.

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A

  1. Abdel-Hamid, T. and Madnick, S.E., 1990, Software Project Dynamics: An Integrated Approach, Prentice Hall, Cliffs, .

  2. Ackermann, F., Eden, C. and Williams, T., 1997, “Modelling for litigation: Mixing qualitative and quantitative approaches”, Interfaces, vol. 27, pp 48-65.

  3. Ackoff, R.L., 1981, Creating the Corporate Future, John Wiley and Sons, Chichester, UK.

  4. AGPS, 1997, Applying Risk Management Techniques to Complex Procurement, Australian Government Publishing Service, Canberra, ACT, Australia.

  5. Andersen, D.F. and Richardson, G.P., 1997, “Scripts for group model building”, in: System Dynamics Review, Vol. 13, No. 2, (Summer) 1997: 107-130.

  6. ANSI/EIA-632-1998, 1999, ‘Processes for Engineering a System’, Electronic Industries Association,

  7. Argyris, C., 1980, Inner Contradictions of Rigorous Research, Academic Press: .

  8. Argyris, C., 1982, “How learning and reasoning processes affect organisational change”, in: Paul S. Goodman and Associates (eds.), Change in Organisations: New Perspectives on Theory, Research and Practice, Jossey-Bass.

  9. Argyris, C., 1991, “Teaching smart people to learn”, in: Harvard Business Review, May-June 1991: 99-109.

  10. Argyris, C., 1993, Knowledge for Action: A Guide to Overcoming Barriers to Organisational Change, Jossey-Bass, San Francisco.

  11. Argyris, C., 1994, On Organisational Learning, Blackwell, Cambridge, MA.

  12. Argyris, C. and Schön, D., 1978, Organisational Learning, Addison-Wesley, Reading, MA.

  13. Ashby, W.R., 1956, An Introduction to Cybernetics, Chapman Hall, .

  14. Australian /New Zealand Standard, AS/NZS 4360: 1999, Risk Management, Standards Australia /Standards New Zealand.

  15. Axelrod, R., 1997, The Complexity of Cooperation: Agent Based models of Completition and Collaboration, Princeton University Press, Princeton, NJ.

B

  1. Bannister, D. and Mair, J.M.M., 1968, The Evaluation of Personal Constructs, Academic Press, London and New York.

  2. Barlas, Y., and Carpenter, S., 1990, “Philosophical roots of model validation: two paradigms”, in: System Dynamics Review, Vol. 6, No. 2, (Summer) 1990.

  3. Barnes, J.H., 1984, “Cognitive biases and their impact on strategic planning”, Strategic Management Journal, vol. 5, pp 129-137.

  4. Beer, S., 1966, Decision and Control: The Meaning of Operational Research and Management Cybernetics, John Wiley and Sons, Chichester, UK.

  5. Bennett, S., and Brown, J., 1995, “Mindshift: strategic dialogue for breakthrough thinking”, in: Learning Organisations: Developing Cultures for Tomorrow’s Workplace, Chawla, S. and Renesch, J. (eds.), Productivity Press, Portland.

  6. Blanchard, B.S., and Fabrycky, W.J., 1998, Systems Engineering and Analysis, 3rd ed., Prentice Hall.

  7. Broadbent, B. and Aston, B., 1978, “Human control of a simulated economic system”, Ergonomics, vol. 21, pp 1035-1043.

  8. Bryant, J., 1989, Problem Management, A Guide for Producers and Players., Wiley & Sons .

C

  1. Carroll, J. S. and Johnson, E. J., 1990, Decision Research: A Field Guide, Sage Publications, Newbury Park, California.

  2. Casti, J.L., 1997, Would-be Worlds: How Simulation is Changing the Frontiers of Science, Wiley, .

  3. Checkland, P.B., 1981, Systems Thinking, Systems Practice, John Wiley, .

  4. Checkland, P.B., 1985, “From optimizing to learning: A development of systems thinking for the 1990”, s’, in: Journal of Operations Research Society, Vol. 36: 757-67.

  5. Checkland, P.B., 1990 (1993), Systems Thinking, Systems Practice, John Wiley and Sons Chichester, UK.

  6. Checkland, P.B. and Scholes, J., 1999, Soft Systems Methodology In Action, John Wiley and Sons, Chichester, UK.

  7. Churchman, C.W., 1961, Prediction and Optimal Decision; Philosophical Science of Values, Prentice Hall, Englewood Cliffs, NJ.

  8. Churchman, C.W., 1971, On the Design of Inquiring System: Basic Concepts in Systems and Organisation, Basic Books, New York.

  9. Coyle, R.G., 1977, Management System Dynamics, John Wiley and Sons, Chichester, UK.

  10. Coyle, R.G., 1996, System Dynamics Modelling: A Practical Approach, Chapman and Hall, London.

  11. Coyle, R.G., 1999, Qualitative modelling in system dynamics or what are the wise limits to quantification?, keynote address to the Conference of the System Dynamics Society, Wellington, New Zealand.

  12. Coyle, R.G., 2000, “Qualitative and quantitative modelling in system dynamics: some research questions”, in: System Dynamics Review, Vol. 16, No. 3, (Fall) 2000, System Dynamics Society, Wiley.

  13. Coyle, R.G. and Exelby, D., 2000, “The validation of commercial system dynamics models”, System Dynamics Review, vol.16, no. 1.

  14. Craig, M., 2000, Thinking Visually: Business Applications of Fourteen Core Diagrams, Continuum, London.

D

  1. Dörner, D., 1980, “On the difficulties people have in dealing with complexity”, Simulation and Games, vol. 11, pp 87-106.

  2. Davenport, T.H. and Prusak, L., 1988, Working Knowledge, Harvard Business School Press.

  3. Dennett, D.C., 1991, Consciousness Explained, Little, Brown: Boston.

  4. Diehl, E. and Sterman, J., 1995, “Effects of feedback complexity on dynamic decision making”, in: Organisational Behaviour and Human Decision Processes, 62, 2.

  5. Diehl, E.W., 1992, “Participatory simulation software for managers: The philosophy behind MicroWorld Creator”, European J. Operations Research, vol. 59, no. 1, pp 210-215.

  6. Doyle, J.K. and Ford, D.N., 1998, “Mental models concepts for system dynamics research”, System Dynamics Review, vol. 14, no. 1, pp 3-29.

  7. Duczynski, G., 2001, To what extent can knowledge management systems build and reinforce consensus around initiatives for change: A self-reflective analysis of professional practice, Doctoral dissertation, Edith Cowan University, Perth, Australia.

E

  1. Eden, C., 1988, “Cognitive mapping.”, European J. Operational Research, vol. 36, no. 1, pp 1-13.

  2. Eden, C., 1994, “Cognitive mapping and problem structuring for system dynamics model building.”, in: System Dynamics Review, Vol. 10, No. 2-3: 257-276.

  3. Eden, C., Ackermann, F. and Cropper, S., 1992, “The analysis of cause maps”, J. Management Studies, vol. 29, no. 3, pp 309-234.

  4. Eden, C. and Ackermann, F., 1998b, Analysing and comparing idiographic causal maps, in Eden, C. and Spender, J.-C. (eds), Managerial and Organisational Cognition: Theory and Research, Sage, London.

  5. Eden, C and Ackermann, F., 1998a, Making Strategy: The Journey of Strategic Management, Sage, London.

  6. Eden, C. and Spender, J.-C. (eds), 1998, Managerial and Organisational Cognition: Theory and Research, Sage, London.

  7. Eden, C., Jones, S. and Sims, D., 1979, Thinking in Organisations, Macmillan, London.

  8. Eden, C., Jones, S. and Sims, D., 1983, Messing About in Problems: An Informal Structured Approach to Their Identification and Management, Permagon Press, Oxford and New York.

  9. Espejo, R., 1994, “What is systems thinking”, System Dynamics Review, vol. 10, no. 2-3, pp 199-212.

F

  1. Festinger, L.A., 1957, A Theory of Cognitive Dissonance, Stanford University Press, Stanford, CA.

  2. Flood, R.L., 1999, Rethinking the Fifth Discipline: Learning Within the Unknowable’, Routledge, London.

  3. Ford D.N. and Sterman J.D., 1998, “Expert knowledge elicitation to improve formal and mental models”, in: System Dynamics Review, Vol. 14, No. 4, Winter 1998: 309-340.

  4. Forrester, J.W., 1994b, Policies, decisions, and information sources for modeling, In Morecroft, J.D.W. and Sterman, J.D. (eds.), Modeling for Learning Organizations, Productivity Press, Portland, Oregon: 51-84.

  5. Forrester, J.W., 1994a, “System dynamics, systems thinking, and soft OR”, in: System Dynamics Review, Vol. 10, No. 2-3, (Summer-Fall): 245-256.

  6. Forrester, J.W., 1961, Industrial Dynamics, Productivity Press, Portland, Oregon.

  7. Forrester, J.W., 1968, Principles of Systems, Productivity Press, .

  8. Forrester, J.W., 1969, Urban Dynamics, The M.I.T Press, .

  9. Forrester, J.W., 1971, “Counter intuitive behaviour of social systems”, in: Technology Review No. 73, January: 52-68.

  10. Forrester, J.W., 1975, “The impact of feedback control concepts on the management sciences”, in: Collected Papers of Jay W. Forrester, Productivity Press: 45-60.

  11. Forrester, J.W., 1985, “The ‘model’”, versus the modeling ‘process’’, in: System Dynamics Review, Vol. 1, No. 1, (Summer) 1985.

  12. Forrester, J.W., 1987, “Lessons from system dynamics modeling”, in: System Dynamics Review, Vol. 3, No. 2, (Summer) 1987: 136-149.

  13. Forrester, J.W. and Senge P.M., 1980, ‘Tests for building confidence in system dynamics models”, in: Legasto, A.A.Jr. and et al. (ed.), System Dynamics : North-Holland: 209-228.

  14. Forrester-Pressley, D.L., MacKinnon, G.E. and Waller, T.G., 1985, “Metacognition, cognition, and human performance”, Instructional Practices, vol. 12, Academic Press, San Diago.

  15. Forsberg, L., Mooz, H. and Cotterman, H., 2000, Visualising Project Management, 2nd ed.m John Wiley & Sons.

  16. Forsyth, D.R., 1990, Group Dynamics, 2nd ed, ITP Brooks/Cole Publishing, Belmont California.

  17. Friend, K.K. and Hickling, A., 1997, Planning Under Pressure: The Strategic Choice Approach, Permagon, Oxford.

G

  1. . G.P., 1991, Feedback Thought in Social Science and Systems Theory, of Press, .

  2. Gigerenzer, G., Todd, P., and ABC Research Group, 1999, Simple Heuristics that Make Us Smart, Oxford University Press.

  3. Goodman, M.R., 1989, Study Notes in System Dynamics, Productivity Press, Portland, Oregon.

H

  1. Hannon, B. and Ruth, M., 1994, Dynamic Modelling, .

  2. Hines, J., et al., 1996, Molecules of Structure: Building Blocks for System Dynamics Models, Version 1.1, LeapTec and Ventana Systems, Inc.

  3. Hines, J., et al., 1997, Molecules of Structure: Building Blocks for System Dynamics Models, Version 1.2, LeapTec and Ventana Systems, Inc.

  4. Hines, J., et al., 2000, Molecules of Structure: Building Blocks for System Dynamics Models, Version 1.4, LeapTec and Ventana Systems, Inc.

  5. Hodgson, A.M., 1992, “Hexagons for Systems Thinking”, European J. Operational Research vol. 59, no. 1, pp 64-84.

  6. Hogarth, R.M., 1981, “Beyond discrete biases: Functional and dysfunctional aspects of judgemental heuristics”, Psychological Bulletin vol. 90, pp 197-217.

  7. Holland, J.H., 1998, Emergence: From Chaos to Order, Addison-Wesley, Reading, Massachusetts

  8. Homer, J.B., 1996, “Why we iterate: Scientific modeling in theory and practice”, in: System Dynamics Review, Vol. 12, No.1, (Spring): 1-19.

  9. Hopkins, A., 1999, Managing Major Hazards: The Lessons of the Moura Mine Disaster, Allen and Unwin, Sydney.

I

  1. IEEE, 1983, ANSI / IEEE Standard 729-1983: IEEE Standard Glossary for Software Engineering Terminology, .

  2. ITSM 2000, Proc. Int. Conf. on Systems Thinking in Management, Deakin University, Geelong, Australia, November.

J

  1. Jacobsen, C. and Bronson, R., 1987, “Defining socialogical concepts as variables for system dynamics modeling”, System Dynamics Review, vol. 3, no. 1, pp 1-7.

  2. Jarvis, M., 1999, Organisation, knowledge and change: Defence as a learning, adaptive, innovative organization, Australian Department of Defence, Capability Analysis Branch, Strategic Policy and Plans Division, Working Paper, 7 June 1999:2.

  3. JCPA, 1986, The Parliament of the Commonwealth of Australia, Joint Committee on Public Accounts, ‘Report No 243 – Review of Defence Project Management, vol. 1, Australian Government Publishing Service, Canberra.

  4. Jones, C., 1996, “Software defect-removal efficiency”, in: IEEE Computer, Vol. 29, No. 4, April: 95-96.

K

  1. Kahneman, D., Slovic, P., and Tversky, A., 1982, Judgement Under Uncertainty: Heuristics and Biases, Cambridge University Press, Cambridge, UK.

  2. Kaufman, S., 1995, At Home in the Universe: The Search for the Laws of Self-Organisation and Complexity, Oxford University Press, New York.

  3. Kelly, G.A., 1955, The psychology of personal constructs: A theory of personality, Norton, New York.

  4. Keynes, J.M., 1936, The General Theory of Employment, Interest and Money, : Harcourt, 1964. Reprint of 1936 original.

  5. Kim, D.H., and Senge, P.M., ‘Putting systems thinking into practice’, System Dynamics Review, vol. 10, no. 2-3, pp 277-290.

  6. Kim, D.H., 1990, “A palette of systems thinking tools”, in: The Systems Thinker, Vol. 1, No. 3: 5-6.

  7. Kim, D.H., 1990, “Balancing loops with delays: Teeter-tottering on seesaws”, in: The Systems Thinker, Vol. 1 No. 2: 5-6.

  8. Kim, D.H., 1990, “Drifting goals: The ‘boiled frog’”, syndrome’, in: The Systems Thinker, Vol. 1, No. 5: 5-6.

  9. Kim, D.H., 1990, “Fixes that fail: Oiling the squeaky wheel - again and again”, in: The Systems Thinker, Vol. 1, No. 6: 5-6.

  10. Kim, D.H., 1990, “Reinforcing and balancing loops: Building blocks of dynamic systems”, in: The Systems Thinker, Vol. 1, No. 1: 3.

  11. Kim, D.H., 1990, “Shifting the burden: The ‘Helen Keller’”, loops’, in: The Systems Thinker, Vol. 1, No. 4: 5-6.

  12. Kim, D.H., 1992, “A palette of systems thinking tools”, in: The Systems Thinker, Vol. 1, No. 3.

  13. Kim, D.H., 1992, “System archetypes at a glance”, in: The Systems Thinker, Vol. 3, No. 4: 5.

  14. Kim, D.H., 1993, “Using ‘limits to success’”, as a planning tool’, in: The Systems Thinker, Vol. 4, No. 2: 5.

  15. Kim, D.H., 1993, “Using ‘shifting the burden’”, to break organizational gridlock,’ in: The Systems Thinker, Vol. 4, No. 1: 5.

  16. Kim, D.H. and Senge, P.M., 1994, “Putting systems thinking into practice”, in: System Dynamics Review, Vol. 10, No. 2-3: 277-290.

  17. Klein, G., 1998, Sources of Power: How People Make Decisions, MIT Press.

  18. Klein, G., Orasanu, J., Calderwood, R. and Zsambok, C. (eds.), 1993, “Decision Making in Action: Models and Methods”, Ablex, Norwood, New Jersey.

  19. Kleinmuntz, D.N., 1985, “Cognitive heuristics and feedback in dynamics decision environment”, in: Management Science, Vol. 31, No. 6: 680-702.

  20. Kleinmuntz, D.N., 1993, “Information processing and misperceptions of the implications of feedback on dynamic decision making”, in: System Dynamics Review, Vol. 9, No. 3 (Fall 1993): 223-237.

  21. Kline, J.H. and Cooper D.F., 1982, “Cognitive maps of decision-makers in a complex game”, J. Operations Research Society, vol. 33, pp 63-71.

  22. Kline, S.J., 1995, Conceptual Foundations for Multidisciplinary Thinking, Stanford University Press, Stanford, California.

  23. Koffman, F. and Senge, P., 1995, “Communities of Commitment: The Heart of Learning Organizations”, in: Chawla, S. and Renesch, J. (eds), Learning Organizations: Developing Cultures for Tomorrow’s Workplace, Productivity Press, Portland, Oregon.

  24. Kosko, B., 1993, Fuzzy Thinking: The New Science of Fuzzy Logic, Harper Collins, London.

L

  1. Lane, D.C., 1993, “With a little help from our friends: How third generation system dynamics and the problem structuring techniques of soft OR can learn from each other”, in: Zepeda, E. and Machuca, J.A.D. (eds), International System Dynamics Conference, p 235. Cancun, Mexico: System Dynamics Society.

  2. Lane D.C. and Oliva R., 1998, “The greater whole: towards a synthesis of system dynamics and soft systems methodology”, in: European Journal of Operational Research, Vol. 107, No. 1: 214-235.

  3. Laukkanen, M., 1998, “Conducting causal mapping research: Opportunities and challenges”, in: Eden, C. and Spender, C. J. (eds) Managerial and Organisational Cognition, Sage, London.

  4. Levin, G., Roberts, E.G. and Hirsch, G., 1975, The Persistent Poppy, Ballinger, .

  5. Lewin, K., 1946, “Action research and minority problems”, in: Journal of Social Issues, Vol. 2.

  6. Linard, K. and McLucas A.C., 1999, “Addressing complexity and systemic behaviour in engineering management: A tutorial for real-life problems”, in: UICEE Proceedings of the 2nd Asia-Pacific Forum on Engineering & Technology Education, July 1999.

  7. Linstone, H. and Turoff, M., 1975, The Method: Techniques and Applications, Addison-Wesley, Wokingham.

  8. Lipshitz, R., and Shaul, O.B., 1997, “Schemata and mental models in recognition-primed decision-making”, Naturalistic Decision Making. Erlbaum, Mahwah, NJ, pp 293-304.

M

  1. Maani, K.E. and Cavana, R.Y., 2000, Systems Thinking and Modelling: Understanding Change and Complexity, Prentice Hall.

  2. MacKinnon, A.J. and Wearing, A.J., 1985, “Systems analysis and dynamic decision making”, Acta Psychologica 58, pp 159-172.

  3. Mason, R.O. and Mitroff, I.I., 1973, “A program for research on management information systems”, Management Science, vol. 19, no. 5, pp 475-487.

  4. Mason, R.O. and Mitroff, I.I., 1981, Challenging Strategic Assumptions: Theory, Cases and Techniques, Wiley-Interscience, New York.

  5. McLucas, A.C., 2000b, “To model or not to model”, in: Proc. Int. Conf. Systems Thinking in Management Conf., Deakin University, Australia, Nov.

  6. McLucas, A.C., 1998, “Integrating soft and hard systems analysis: Seeking a practical framework for addressing strategic problems”, in: Proc. SE’98: Systems engineering pragmatic solutions to today’s real world problems, Systems Engineering Society of Australia, Oct.

  7. McLucas, A.C., 1999, “Systems thinking and system dynamics modelling – aids to decision making: A case study in reliability prediction”, in: Journal of Battlefield Technology, July 1999.

  8. McLucas, A.C., 2000d, “Rectifying the failure to learn in complex environments”, J. Battlefield Technology, vol. 3, no. 3, November 2000, pp 42- 50.

  9. McLucas, A.C., 2000c, “The worst failure – repeated failure to learn”, in: Proc. Int. Conf. of Systems Thinking in Management Conf., Deakin University, Australia, Nov 2000.

  10. McLucas, A.C., 2000a, “When to use qualitative or quantitative system dynamics techniques: guidelines derived from analysis of recent man-made catastrophes”, in: Proc. System Dynamics 2000, Int. System Dynamics Conf., The System Dynamics Society, Bergen, Norway.

  11. McLucas, A.C., 2001, An Investigation into the Integration of Qualitative and Quantitiative Techniques for Addressing Systemic Complexity in the Context of Organisational Strategic Decision Making, PhD Dissertation, University of New South Wales, Canberra, Australia.

  12. McLucas, A.C., 2003, Decision Making, Risk Management, Systems Thinking and Situation Awareness, Press, .

  13. McLucas, A.C. and Linard K.T., 2000, “System dynamics practice in a non-ideal world: modelling Defence prepareness”, in: Proceedings of System Dynamics 2000, International System Dynamics Conference, System Dynamics Society, Bergen, Norway, August 2000.

  14. Meadows, D.H., 1989, “System dynamics meets the press”, in: System Dynamics Review, Vol. 5, No. 1, (Winter) 1989.

  15. Meadows, D.H and Robinson, J.M., 1985, The Electronic Oracle: Computer Models and Social Decisions, John Wiley and Sons, Chichester, UK.

  16. Meadows, D.H., , J., and Meadows D., 2004, Limits to Growth: The 30-year Update, Chelsea Green Publishing.

  17. Miller, G.A., 1956, “The magical number seven, plus or minus two: Some limits on our capacity for processing information”, Psychological Review, vol. 63, no. 2, pp 81-97.

  18. Mingers, J. and Brockelsby J., 1977, “Multimethodology: Towards a framework for mixing methodologies”, in: Omega, Vol. 25, No. 5: 489-509

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  20. Morecroft, J.D.W., 1992, “Executive knowledge, models and learning”, European J. Operations Research, vol. 59, no. 1, pp 9-27.

  21. Morecroft, J.D.W. and Sterman, J.D., 1994, Modeling for Learning Organizations, Productivity Press, Portland, Oregon.

  22. Morecroft, J.D.W. and Sterman, J.D. (eds.), 1992, European Journal of Operations Research - Special issue on ‘Modeling for Learning’.

  23. Morris, G., Cook, C., Creyke, R., and Geddes, R., 1992, Laying down the law: The foundations of legal reasoning, research and writing in Australia and New Zealand, Butterworths, Sydney.

  24. Mosekilde, E. and Larsen, E.R., 1988, “Deterministic chaos in the beer production-distribution model”, in: System Dynamics Review, Vol. 4, Nos. 1-2: 131-147.

  25. Mosekilde, E., Larsen, E.R. and Sterman, J., 1990, “Coping With Complexity: Deterministic Chaos in Human Decision Making Behaviour”, in: J Casti and A Karlqvist (eds.), Beyond Belief: Randomness, Prediction and Exploration in Science. CRC Press, , 1990.

  26. Moxnes, E., 2000, “Not only the tragedy of the commons: Misperceptions of feedback and policies for sustainable development”, in: System Dynamics Review, Vol. 16, No. 4, Winter, 2000.

N

  1. New Scientist Magazine, 1999, Decisions decisions, September.

  2. Newell, A. and Simon, H.A., 1972, Human problem solving, Prentice Hall, Englewood Cliffs, NJ.

  3. Nuthman, C., 1994, “Using human judgement in system dynamics models of social systems”, in: System Dynamics Review, Vol. 10, No. 1 (Spring 1994): 1-27.

  4. Nutt, P.C., 1989, Making tough decisions: Tactics for improving managerial decision making, Jossey-Bass, San Francisco.

P

  1. Paich, M. and Sterman, J.D., 1993, “Boom, bust, and failures to learn in experimental markets”, in Management Science, Vol. 39, No.12: 1439-1458.

  2. Park, M. and Pena-Mora, F., 2003, “Dynamic change management for construction: introducing the change into model-based project management”, in: System Dynamics Review, Vol. 19, No. 3, Fall, 2003;

  3. Perry, C. and Zuber-Skerritt, O., 1991 ‘Action Research in Graduate Management Programs, ’ in: Proc. The First World Congress on Action Research and Process Management, Acorn Publications, Sunnybank Hills, Queensland.

  4. Phillips, L.D., 1989, “People-centred group decision support”, in: Knowledge-based Management Support Systems, Doukidis, G., Land F., and Miller, G. (eds)., Ellis Horwood, .

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  8. Powell, J. H. (unpub.), 1995, Prisoners of rationality: Rationality and irrationality in strategic thought, PhD dissertation, Cranfield University.

R

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  2. Rakitin, S.R., 1997, Software Verification and Validation: A Practitioner, s Guide’, Artech House: 51-66.

  3. Randers, J., 1980, “Guidelines for model conceptualisation”, in: Elements of the System Dynamics Method, J. Randers (ed.), MIT Press, Cambridge, Massachusetts. Reprinted by Productivity Press, Portland, Oregon.

  4. Reason, J.T., 1997, Managing the Risks of Organisational Accidents, Ashgate Publishing, Aldershot, Hampshire, England.

  5. Revans, R.W., 1982, The origins and development of action learning, Brookfield Publishing, England.

  6. Richardson, G.P., 1986, “Problems with causal-loop diagrams (1976)”, in: System Dynamics Review, Vol. 2, No. 2: 158-170.

  7. Richardson, G.P., 1985, Introduction to System Dynamics Review, Vol. 1, No. 1, (Summer) 1985, System Dynamics Society.

  8. Richardson. G.P., 1991, Feedback thought in social science and systems theory, University of Pennsylvania Press, Philadelphia.

  9. Richardson, G.P., 1994, “Introduction: Systems Thinkers, Systems Thinking”, in: System Dynamics Review, Vol. 10, No. 2-3: 95-99.

  10. Richardson, G.P., 1995, “Loop polarity, loop dominance, and the concept of dominant polarity”, in: System Dynamics Review, Vol. 11, No. 1, (Spring): 67-88.

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  13. Richardson, G.P. and Andersen, D.F., 1995, “Teamwork in”, in: System Dynamics Review, Vol. 11, No. 2: 113-137.

  14. Richardson, G.P. and Andersen, D.F., 1995, “Teamwork in Group Model Building”, System Dynamics Review, vol. 11, no. 2, pp 113-137.

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S

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  4. Senge, P.M. and Sterman, J.D., 1991, “Systems thinking and organizational learning: acting locally and thinking globally in the organization of the future”, in: T. Kochan, T. and Useem, M. (eds), Transforming Organizations, Oxford University Press, pp 353-370.

  5. Senge, P., Roberts, C., Ross, P.B., Smith, B.J. and Kleiner, A., 1994, The Fifth Discipline Field Book: Strategies and Tools for Building a Learning Organisation, Nicholas Brealey Publishing, .

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