Advertisement

Michael Jackson

  • Magnus Ramage
  • Karen Shipp

Michael Jackson is a British management academic. He has made considerable advances in systems thinking and practice, especially in management and organisations, through his development of the Critical Systems Thinking (CST) approach. This approach emphasises the importance of politics and power in organisations. Jackson has been the main champion of CST since its inception, gave it its name, was one of the first to call for such an approach, and has been at the core of the main group developing the approach at the University of Hull. His goal for CST is ambitious but clearly stated: “to reconstitute systems thinking as a unified approach to problem management so that it can again stand at the leading edge in the development of the management sciences” (Jackson 2001, p. 236).

Keywords

Irritable Bowel Syndrome Problem Situation System Thinking System Methodology Soft System Methodology 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Burrell, G., & Morgan, G. (1979). Sociological paradigms and organisational analysis: Elements of the sociology of corporate life. London: Heinemann.Google Scholar
  2. Checkland, P. B. (1981). Systems thinking, systems practice. Chichester: John Wiley.Google Scholar
  3. Flood, R.L., & Jackson, M. C. (1991). Creative problem solving: Total systems intervention. Chichester: John Wiley.Google Scholar
  4. Flood, R.L. (2001). Local systemic intervention. European Journal of Operational Research, 128(2), 245–257.CrossRefMATHGoogle Scholar
  5. Jackson, M.C. (1982). The nature of ‘Soft’ systems thinking: The work of Churchman, Ackoff and Checkland. Journal of Applied Systems Analysis, 9, 17–29.Google Scholar
  6. Jackson, M.C., & Keys, P. (1984). Towards a system of systems methodologies. Journal of the Operational Research Society, 35(6), 473–486.CrossRefGoogle Scholar
  7. Jackson, M.C. (1985). Social systems theory and practice: The need for a critical approach. International Journal of General Systems, 10(2), 135–151.CrossRefMATHGoogle Scholar
  8. Jackson, M. C. (1991). Systems methodology for the management sciences. New York: Plenum Press.CrossRefGoogle Scholar
  9. Jackson, M.C. (1993). The system of systems methodologies: A guide to researchers. Journal of the Operational Research Society, 44(2), 208–209.CrossRefGoogle Scholar
  10. Jackson, M. C. (2000). Systems approaches to management. New York: Kluwer/Plenum.Google Scholar
  11. Jackson, M.C. (2001). Critical systems thinking and practice. European Journal of Operational Research, 128(2), 233–244.CrossRefMATHGoogle Scholar
  12. Jackson, M.C. (2003). Systems thinking: Creative holism for managers. Chichester: John Wiley.Google Scholar
  13. Jackson, M.C. (2006). Creative holism: A critical systems approach to complex problem situations. Systems Research and Behavioral Science, 23(5), 647–657.CrossRefGoogle Scholar
  14. Midgley, G. (1997). Mixing methods: Developing systemic intervention. In J. Mingers, & A. Gill (Eds.), Multimethodology: The theory and practice of integrating OR and systems methodologies (pp. 291–332). Chichester: John Wiley.Google Scholar
  15. Mingers, J., & Gill, A. (Eds.) (1997). Multimethodology: The theory and practice of integrating OR and systems methodologies. Chichester: John Wiley.Google Scholar

Copyright information

© The Open University 2009

Authors and Affiliations

  • Magnus Ramage
    • 1
  • Karen Shipp
    • 1
  1. 1.The Open UniversityMilton KeynesUK

Personalised recommendations