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2022 | Book

An Uncertain and More Complex Environment Requires You Learn from Your Decisions: Question the Known and Seek Answers to the Unknown Read chapter Read first chapter

A Systems Thinking Decision-Making Process

How to Avoid Burnt Toast

Author: Vincent P. Barabba

Publisher: Springer International Publishing

Book Series : Management for Professionals

Part of: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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About this book

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

Table of Contents

Frontmatter

How I Learned to Access the Right Information for Making the Best Decisions During Complex Conditions

Frontmatter
1. An Uncertain and More Complex Environment Requires You Learn from Your Decisions: Question the Known and Seek Answers to the Unknown
Abstract
This chapter provides background on the approach I will be suggesting and an example that points to the need to improve the manner in which knowledge is collected, designed and presented, so that collected information will be effectively used to improve and learn from decisions made during our fast changing and more complex environment.
Vincent P. Barabba
2. How the Journey to Improved Decision-Making Started with My Introduction to the Silo ProblemSilo problem and the Importance of Understanding Both Sides of a Story
Abstract
When an organization is arranged in functional silos, it is critical that the leadership of the organization ensures that the effect of the decision made in one function is communicated and its effect is understood by all functions within the organization.
Vincent P. Barabba
3. What Was Learned by Supporting and Making Decisions During Local and National Political Campaigns
Abstract
As I pointed out in the introduction to this book, I learned a lot about decision making while involved in political campaigns. My education made me aware of what was theoretically being discussed in academic social science. However, because of the nature of the many campaigns in which I was involved, I became more focused on learning from actual experience rather than on theory.
Vincent P. Barabba
4. My First Government Job: Getting to the Census Bureau: An Important Personal Decision
Abstract
Being involved in the management of a large organization was not the only benefit to being selected as Director of the U.S. Census Bureau. It was here that I also met up with Russel Ackoff on gained insight into a new way of thinking.
Vincent P. Barabba
5. My First Job in the Private Sector – Xerox
Abstract
Based on my previous experiences when I got to Xerox, it became clear that I would have to engage the users, the providers, the analysts and the collectors of information in a fully integrated approach if the information we were collecting was going to be effectively used.
Vincent P. Barabba
6. My Second Job in Government: Back to the Bureau
Abstract
This chapter addresses the importance of gaining the trust and eventual adoption of Census information by gaining the trust of a wide range of interest groups – even those who are not likely to be easily persuaded.
Vincent P. Barabba
7. My Second Job in the Private Sector: Getting to Kodak on My Way to General Motors
Abstract
One of the worse things that can happen is to have the right information for a new idea and because of a variety of reasons either to not use it or misuse it to achieve other purposes.
Vincent P. Barabba
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
Abstract
This chapter demonstrates the value of looking into the past as we think about the future. In the case of GM, its first director of Market Research stated in 1934: “Successful manufacturing rests upon a knowledge of natural laws on the one hand, and a knowledge of human needs on the other hand.” It also shows the consequences of not following what was known and how GM came back to its initial understanding of consumers.
Vincent P. Barabba

Based on those Experiences Here is What You Need to Design and Implement an Inquiry Center for Your Enterprise

Frontmatter
9. Using Systems Thinking to Create an Experienced-Based Decision Process
Abstract
This chapter addresses the need of a decision making to be a network of interactive decisions that lead to sharing of ideas and information. This requires an open dialogue process as well as a focus on learning.
Vincent P. Barabba
10. Keep an Open Mind, Think Systemically, and Encourage Transparency
Abstract
This chapter provides a hypothetical example of the organizational direction that needs to be in place for the company to move forward and adapt to changing market conditions.
Vincent P. Barabba
11. Encourage Learning
Abstract
A complex problem almost always involves interacting elements. Fully addressing just one element does not take into account how that one element interacts with the other elements. The goal is to create a whole that is made up of interacting parts.
Vincent P. Barabba
12. The Relationship Between Data and Wisdom
Abstract
As the previous stories on Senator Tower, Xerox, Kodak and General Motors indicate, this book has focused on the need to improve the manner in which the collection and interaction of data, information, intelligence, knowledge is developed and used to make wise decisions. This chapter addresses the issue in the context of a fast changing and more complex environment and to learn from what occurred after the decisions were made.
Vincent P. Barabba
13. Based on Good and Bad Experiences, A Beginning Discussion of the Potential Decision-Making Framework from Which Lessons Can Be Learned and Burnt ToastBurnt toast Can Be Avoided
Abstract
This chapter describes the basic elements of an improved decision process and how they are brought together and interact through systemic thinking.
Vincent P. Barabba
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
Abstract
This chapter provides a real-life example of how an Inquiry Center could have provided the right insight into a significant business opportunity that was missed because of strongly held predispositions about the value of staying with the existing business.
Vincent P. Barabba
15. Developing the Design and Implementation of an Inquiry Center That Contributes to the Ability to Avoid Burnt Toast
Abstract
This chapter provides an example of how a fully operational Inquiry Center could operate. It is presented as an example and not a fixed process because each enterprise has unique attributes and behaviours that need to be addressed if the Inquiry Center is to be efficiently and effectively operated.
Vincent P. Barabba
16. The Benefit of Leadership’s Improved Thinking and Decision-Making that Overcame the Desire of Some to Focus Exclusively on the Existing Business
Abstract
This chapter provides an indication of how an enterprise can improve its condition by ensuring there is a process in place to make sure the critical elements of the enterprise interact in a meaningful way.
Vincent P. Barabba
Backmatter
Metadata
Title
A Systems Thinking Decision-Making Process
Author
Vincent P. Barabba
Copyright Year
2022
Electronic ISBN
978-3-030-89960-8
Print ISBN
978-3-030-89959-2
DOI
https://doi.org/10.1007/978-3-030-89960-8