Abstract
This paper outlines the rationale for using, and the application of, Viable Systems Diagnosis in a large-scale reorganization of a major tourism services group.
Similar content being viewed by others
References
Beer, S. (1979).Heart of the Enterprise, Wiley, Chichester.
Beer, S. (1981).Brain of the Firm, Wiley, Chichester.
Beer, S. (1985).Diagnosing the System for Organizsations, Wiley, Chichester.
Espejo, R. (1980). Information and management: The cybernetics of a small company. In Lucas, H. S.,et al. (eds.),The Information Systems Environment, North-Holland, Amsterdam.
Espejo, R., and Harnden, R. (1989).The Viable Systems Model, Wiley, Chichester.
Flood, R. L. (1990).Liberating Systems Theory, Plenum, New York.
Flood, R. L., and Jackson, M. C. (1991).Creative Problem Solving: Total Systems Intervention. Wiley, Chichester.
Flood, R. L., and Jackson, M. C. (1991).Critical Systems Thinking: Directed Readings, Wiley, Chichester.
Author information
Authors and Affiliations
Additional information
Although the company and situation used as the example in this paper are real, the company and country name remain fictitious for reasons of confidentiality.
Rights and permissions
About this article
Cite this article
Flood, R.L., Zambuni, S.A. Viable Systems Diagnosis. 1. Application with a Major Tourism Services Group. Systems Practice 3, 225–248 (1990). https://doi.org/10.1007/BF01062730
Received:
Revised:
Issue Date:
DOI: https://doi.org/10.1007/BF01062730