Abstract
We can best pursue problem framing and solutions by understanding their relationship to the organization’s purposes. Part of the process of problem framing involves distinguishing between problems and symptoms. In this chapter I present big(ger) picture thinking as a best fitting framework via the FoRSE™ Matrix system, and clarify big(ger) picture thinking and little window glimpses. Four types of thinking add to the complexity. The main outcome of big(ger) picture thinking is the best understanding of the organization, its purpose and direction, and the ripple effects of its queries and decision-making as these all relate to being. Benefits include a practical model for leaders to understand the complexity and ripple effects of their in/decisions, to have a comprehensive schema of the critical parts, or system elements, of their problems or questions, and greatly improved, sustainable directions.
Some parts of the FoRSE™ Matrix content have been published or presented previously.
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- 1.
Being as the ultimate reason for, or the ontological significance of, improvement in organizations demands greater discussion than space in this chapter permits.
- 2.
By critical mass is meant the vital, key elements of a system immediately perceptible and related by purpose, form or design and infrastructure (decision-making, action, resources and timeline).
- 3.
Based on application of the FoRSE™ Matrix system. See www.rippledeep.com.
- 4.
To fully demonstrate and extol the virtues of Stage 3 would require far more space and depth and turn this chapter into a book in itself.
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Després, B. (2016). Family of Related Systemic Elements (FoRSE™) Matrix: Big(ger) Picture Thinking and Application for Business and Organizations. In: Masys, A. (eds) Applications of Systems Thinking and Soft Operations Research in Managing Complexity. Advanced Sciences and Technologies for Security Applications. Springer, Cham. https://doi.org/10.1007/978-3-319-21106-0_4
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